990-09产品经理:How project management benefits different teams 项目管理如何使不同的团队受益

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Project management methods and tools can be deployed across all teams and industries to help improve efficiency and drive results. In this chapter, we’ll provide an overview of how PM benefits construction, IT, marketing, and operations teams.
项目管理方法和工具可以部署在所有的团队和行业，以帮助提高效率和推动成果。在本章中，我们将概述PM如何使建设、IT、营销和运营团队受益。

Construction project management 施工项目管理

Construction project management refers to the processes involved in executing a construction project. Project management is especially critical in construction work, which involves thousands of tasks and tight timelines and budget, to ensure the final product meets codes, plans, and safety requirements.
建设项目管理是指实施建设项目所涉及的过程。项目管理在涉及数千项任务、紧迫的时间表和预算的施工工作中尤为关键，以确保最终产品符合规范、计划和安全要求。

Construction PM can be used across all types of construction projects, including:
施工PM可用于所有类型的施工项目，包括：

Agricultural
Residential
Commercial
Industrial
Civil
Environmental
农业的
住宅
商业的
工业
民事
环境的

Because construction projects often involve hundreds of tasks that must be completed in order, most follow the Waterfall methodology.
因为建设项目通常涉及数百个必须按顺序完成的任务，所以大多数都遵循瀑布式方法。

While general project management is concerned with managing timeline, budget, and resources, construction PM takes into account additional constraints like safety, local building codes, zoning, and more.
一般的项目管理关注的是管理时间表、预算和资源，而施工项目管理则要考虑安全、当地建筑法规、分区等额外的约束。

As a result, construction project managers must have a decent level of construction knowledge and problem-solving skills. They must also be extremely detail oriented, as any oversights can lead to costly consequences.
因此，施工项目经理必须有一个体面的水平，施工知识和解决问题的技能。他们还必须非常注重细节，因为任何疏忽都可能导致代价高昂的后果。

Construction PM follows the same general project management lifecycle: initiation, planning, execution, monitoring and control, project close. Within those general phases, however, construction projects also require industry-specific work, including:
施工项目管理遵循相同的一般项目管理生命周期：启动、计划、执行、监控和控制、项目结束。然而，在这些一般阶段内，建设项目还需要特定行业的工作，包括：

Design: Map out the building specifications, including materials, floorplans, sizes, colors, etc. This step requires research into building codes, safety requirements, and space constraints, to name a few.

Pre-Construction: Assign a construction project manager and general contractor to lead the project, identify sub-contractors to execute on the plans, and investigate the job site to ensure your design is viable.
Procurement: Purchase all the materials, land, easements, etc. needed for the project.

Construction: Execute on the build. This part of the project includes increased stakeholder and resource management (both in terms of equipment and people), site inspection and safety management, documentation tracking, and risk identification and mitigation.

Commissioning: Test all aspects of the final build to ensure they are functional and up to code, and then train the owner(s) on how to use and maintain the build.
Owner Occupancy: The owner of the build takes over, but the work is still under a warranty period (either written into the project contract or required by law) to ensure everything is functional and safe.

Project Close: The structure is approved as functional once the warranty period ends.
设计：绘制出建筑的规格，包括材料、平面图、尺寸、颜色等。这一步需要对建筑规范、安全要求和空间限制等进行研究。
施工前:指派一名施工项目经理和总承包商来领导项目，确定执行计划的分包商，并调查工作现场以确保您的设计是可行的。
采购：购买所有的材料、土地、地役权等。项目所需。
构建：在构建时执行。项目的这一部分包括增加利益相关者和资源管理（包括设备和人员方面），现场检查和安全管理，文件跟踪，以及风险识别和缓解。
调试：测试最终构建的所有方面，以确保它们功能正常且符合代码要求，然后培训所有者如何使用和维护该构建。
业主占用:构建的业主接管，但工作仍在保修期内（写入项目合同或法律要求），以确保一切功能正常和安全。
项目结束:一旦保修期结束，结构即被批准可使用。

IT project management IT项目管理

Information technology project management (ITPM) includes all tasks involved in executing an IT initiative, such as web or mobile app development, software implementation, or fixing a bug. These projects are often complex and involve a number of systems and people.
信息技术项目管理（ITPM）包括执行IT计划所涉及的所有任务，例如Web或移动应用程序开发、软件实施或修复错误。这些项目通常很复杂，涉及许多系统和人员。

ITPM follows the five phases of the project management lifecycle and is often managed using the Waterfall methodology, where all project requirements, schedules, and budgets are mapped out at project onset. If your IT project is likely to change — whether due to shifting requirements or unplanned system challenges — consider using a more flexible Agile method, sometimes referred to as an adaptive method.
ITPM遵循项目管理生命周期的五个阶段，通常使用瀑布方法进行管理，其中所有的项目需求、进度和预算在项目开始时就制定出来。如果您的IT项目可能会发生变化——无论是由于需求变化还是计划外的系统挑战——请考虑使用更灵活的敏捷方法，有时也被称为自适应方法。

Although IT projects often don’t produce a tangible deliverable, they still benefit from formal project management. Strong ITPM organizes the many complexities of IT work, and helps to keep the project on track, regardless of unexpected events or challenges.
尽管IT项目通常不产生有形的可交付成果，但它们仍然受益于正式的项目管理。强大的ITPM可以组织许多复杂的IT工作，并帮助保持项目的正常运行，无论发生什么意外事件或挑战。

Here are a few common challenges in IT projects:

Compatibility issues among different hardware and networks.
Rapid rate of technological change, which can make it difficult to deploy IT changes across large systems.
Issues that aren’t always immediately apparent, especially with distributed teams.
Read our primer on IT project management to learn more about overcoming these and other common challenges.

以下是IT项目中常见的几个挑战：
不同硬件和网络之间的兼容性问题。
快速的技术变化，这可能会使在大型系统中部署IT变化变得困难。
并不总是立即显现的问题，特别是对于分布式团队。
阅读我们关于IT项目管理的初级读本，了解更多关于克服这些和其他常见挑战的信息。

The IT project management lifecycle IT项目管理生命周期

The ITPM lifecycle includes the five basic phases of project management, but the main difference for IT project management is how the project lifecycle is managed.
The most common ITPM method is the Waterfall methodology, which involves a predictive linear process. The entire project is defined before starting, and each phase is initiated and completed before moving on to the next phase.
Another lifecycle method is the iterative method, which uses a more incremental approach. The iterative or incremental approach repeats phases, and each iteration completes the planning, analysis, and design phases with the ability to deliver on a specific goal at the end of the iteration.
IT project management may also use an adaptive lifecycle, such as those found in Agile methodologies. This style is even more flexible than the iterative approach by condensing timelines into shorter activity bursts called sprints.
ITPM生命周期包括项目管理的五个基本阶段，但IT项目管理的主要区别在于如何管理项目生命周期。
最常见的ITPM方法是瀑布法，它涉及到一个预测性的线性过程。整个项目在开始之前就已经定义好了，每个阶段都是在启动和完成之后才进入下一个阶段。
另一种生命周期方法是迭代方法，它使用更多的增量方法。迭代或增量方法重复各个阶段，每个迭代完成计划、分析和设计阶段，并在迭代结束时交付特定目标的能力。
IT项目管理也可以使用自适应的生命周期，比如敏捷方法中的生命周期。这种风格甚至比迭代方法更灵活，它将时间线压缩成更短的活动突发，称为sprint。

Challenges faced by IT project managers IT项目经理面临的挑战

The complexities and interdependencies of large-scale, long-term, diverse IT projects are among the most challenging issues of IT projects. Here are a few more top challenges faced by IT project managers:

Making multiple assumptions when integrating different hardware, networks, and software to the existing system
Unclear expectations from the business, end-users, and stakeholders
Rapidly changing technology, leading to necessary mid-project upgrades that can affect timelines
Geographically diverse offices and remote work associated

大规模、长期、多样化的IT项目的复杂性和相互依赖性是IT项目最具挑战性的问题之一。以下是IT项目经理面临的几个主要挑战：
在将不同的硬件、网络和软件集成到现有系统时，做出多个假设
业务、最终用户和利益相关者的期望不明确
快速变化的技术，导致必要的项目中期升级，从而影响时间表
地理位置分散的办公室和远程工作

Marketing project management 营销项目管理

Marketing project management refers to the activities needed to plan, organize, and execute on initiatives that support marketing efforts, such as pay-per-click (PPC), social, SEO, email, product marketing, content marketing, brand campaigns, and more.
Marketing project management increases consistency, organization, and collaboration among the team, which is often made up of cross-functional members and external vendors. With so many different stakeholders and project outputs, marketing projects can become unwieldy without the right tools and processes in place to keep everything organized and on track.
Marketing projects typically follow the basic project management lifecycle.
That said, marketing PM places special emphasis on overall communication and reporting:
Communication: With so many different people involved, marketing projects often suffer from departmental silos, miscommunications, redundant efforts, and overlooked tasks. To mitigate this, plan regular check-ins so nothing slips through the cracks and ensure everyone has access to the right information at the right time.
Reporting: Marketing projects are often measured not only on their time and budget targets, but also on campaign performance. Ensure you start out your project with a clear goal of how you will measure and report on success. Common marketing key performance indicators (KPIs) include clicks, conversions, page traffic, subscribers, or engagement, such as likes and shares.
营销项目管理是指计划、组织和执行支持营销活动的活动，如每次点击付费（PPC）、社交、SEO、电子邮件、产品营销、内容营销、品牌活动等。
营销项目管理提高了团队的一致性、组织性和协作性，团队通常由跨职能成员和外部供应商组成。有这么多不同的利益相关者和项目产出，如果没有合适的工具和流程来保持一切有序和正常，营销项目可能会变得难以处理。
营销项目通常遵循基本的项目管理生命周期。
也就是说，营销PM特别强调整体沟通和报告：
通信：有这么多不同的人参与，营销项目往往遭受部门筒仓，沟通不畅，多余的努力，和忽视的任务。为了缓解这一点，计划定期检查因此，没有什么可以逃过裂缝，并确保每个人都能在正确的时间访问正确的信息。
报告：市场营销项目通常不仅在时间和预算目标上进行衡量，还在活动绩效上进行衡量。确保您在项目开始时就有一个明确的目标，即您将如何衡量和报告成功。常见的营销关键绩效指标（KPI）包括点击、转化、页面流量、订阅者或参与度（如喜欢和分享）。

Project management in operations 业务中的项目管理

Operations management involves designing processes to create maximum efficiency within an organization. Operations teams use the principles of project management to plan, develop, and improve upon existing business processes.
An operations department often includes project managers, who are responsible for moving large-scale initiatives from start to finish. As in other PM roles, the operations project manager is tasked with defining the project scope, budget, and timeline, identifying and responding to risks, and overseeing the project through to completion.
Project management can benefit operations teams by providing a repeatable structure to tackle larger organizational initiatives. Applying the basic project management lifecycle to an operations issue might look like this:
Identify the problem within a department or the organization.
Design a new process that addresses this problem, and create a plan for implementing it.
Execute your plan. Train all team members on the new, optimized process. Also consider a phased approach if shifting processes all at once would be too jarring.
Monitor the new processes as they are implemented, and make adjustments as you identify things that are not working.
Close out the operations project once you have fully implemented and measured the performance of the new process.
While operations and project managers can work in tandem to maximize value in a department or company, remember that the two are distinct. A project is a temporary activity, whereas operations include ongoing activities that produce long-term, repeatable outputs or processes.
运营管理涉及设计流程，以在组织内创造最大效率。运营团队使用项目管理的原则来计划、开发和改进现有的业务流程。
一个运营部门通常包括项目经理，他们负责将大规模的计划从开始到结束。与其他PM角色一样，运营项目经理的任务是定义项目范围、预算和时间表，识别和应对风险，并监督项目直到完成。
项目管理可以通过提供可重复的结构来处理更大的组织计划，从而使运营团队受益。将基本项目管理生命周期应用于运营问题可能如下所示：
识别部门或组织内部的问题。
设计一个新的流程来解决这个问题，并制定一个实施计划。
执行你的计划。对所有团队成员进行新的、优化的流程培训。如果一次转移所有流程会太麻烦，也可以考虑分阶段的方法。
在新流程实施时对其进行监控，并在发现不起作用的事情时进行调整。
一旦您完全实施并测量了新流程的性能，就结束运营项目。
虽然运营经理和项目经理可以协同工作，使一个部门或公司的价值最大化，但请记住，这两者是不同的。项目是一种临时性的活动，而运营包括产生长期的、可重复的输出或过程的持续性活动。