策，而不是被动决策。合格项目经理的关键技能是识别和管理利益相关者的期望。项目进度表和成本计划等文件的目的将从“控制文件”重新定义为“沟通文件”。矛盾之处在于，通过放弃对控制和确定性的错误期望，熟练的项目经理可能会始终如一地交付更可预测和可靠的项目结果。总之，项目经理面临的所有主要问题如下：
Strategy – In future, the role of strategy will be more explicitly recognized by organizations, resulting in an increase in the use of devices such as the aggregate project plan. This will reduce conflict within and between organizations.
战略–未来，组织将更加明确地认识到战略的作用，从而增加诸如总体项目计划等手段的使用。这将减少组织内部和组织之间的冲突。
Structure – At present it is common for organizations to fail to balance the importance of a project with the structure used for it. As project management asserts itself as of importance within organizations, more appropriate structures will be used. Furthermore, organizations will have to begin working outside the existing structures – using hybrids and new structures of their own to achieve their objectives.
结构–目前，组织经常无法平衡项目的重要性和项目所使用的结构。由于项目管理在组织内部的重要性，将使用更合适的结构。此外，各组织将不得不开始在现有结构之外开展工作——使用自己的混合结构和新结构来实现其目标。
Systems – we will continue to see an increase in the visibility of project systems, with visual control being the driver. There is a challenge for IT providers to produce project management software that will help this process.
系统–我们将继续看到项目系统的可见性增加，视觉控制是驱动因素。对于IT提供商来说，开发有助于此过程的项目管理软件是一个挑战。
Staff- the selection of staff for projects needs to be more objectively managed. The tools and techniques are available.
员工-需要更客观地管理项目工作人员的选择。工具和技术是可用的。
Skills – the skills of the project manager are likely to increase in value. In many industries, people are given project responsibility because of their technical competence in one or more disciplines. In future, the skill-set of the project manager will become better recognized and valued by organizations.
技能–项目经理的技能可能会增值。在许多行业，人们被赋予项目责任是因为他们在一个或多个学科中的技术能力。未来，项目经理的技能将得到组织的更好认可和重视。
Style/culture – this has been used by many organizations as a reason for not making any changes in the way they do their work. It is vital that in future, managers take responsibility for the culture that they create around them and for their own style. Awareness of this should be routine. As for staff selection, there are well-developed tool and techniques for managers to use in this respect (e.g. through cultural audit). Their application will increase with the passage of time.
风格/文化– 这已被许多组织用作不改变工作方式的理由。在未来，管理者必须为他们周围的文化和他们自己的风格承担责任。意识到这一点应该是例行公事。关于工作人员的选择，有成熟的工具和技术供管理人员在这方面使用（例如通过文化审计）。他们的申请将随着时间的推移而增加。
Stakeholders – The marketing of achievements to stakeholders is in its relative infancy. This improved management of the information that stakeholders have is an important area in which project managers will need to work alongside their marketing colleagues.
利益相关者——向利益相关者推销成果尚处于起步阶段。这种对利益相关者所掌握信息的改进管理是项目经理需要与营销同事一起工作的一个重要领域。
One further issue concerns all the above and that is learning. Organizations and individuals in many roles, not just project managers, are generally poor at learning from their own successes and failures, but particularly bad at learning from the successes and failures of others. It is a fact that those organizations that learn the fastest are also the best. The major challenge for project managers is to develop the process (do it better next time) by bringing in the necessary knowledge (both managerial and technical). All the issues from the 7-S given above provide potential areas for improvement. Part of the skill of the project manager is going to be identifying where the major benefits will be gained and the changes that will be needed to realize them. This will require a very wide knowledge of both theoretical and practical aspects of project management.
Assignment范文最后提到还有一个问题与上述所有问题有关，那就是学习。担任许多角色的组织和个人，不仅仅是项目经理，通常不善于从自己的成功和失败中学习，但特别不善于从他人的成功和错误中学习。事实上，学习最快的组织也是最好的。项目经理面临的主要挑战是通过引入必要的知识来开发流程。上述7-S中的所有问题都提供了潜在的改进领域。项目经理的部分技能是确定将从何处获得主要利益以及实现这些利益所需的变更。这需要对项目管理的理论和实践方面有非常广泛的了解。本站提供各国各专业Assignment写作指导服务，如有需要可咨询本平台。
