[雙語翻譯]--外文翻譯--項(xiàng)目管理最近的發(fā)展和研究意義

1、中文 中文 1 萬字， 萬字，5600 單詞， 單詞，3.2 萬英文字符 萬英文字符文獻(xiàn)出處： 文獻(xiàn)出處：Hall N G. Project management: Recent developments and research opportunities[J]. Journal of Systems Science and Systems Engineering, 2012, 21(2): 129-143.PROJECT MANA

2、GEMENT: RECENT DEVELOPMENTS AND RESEARCH OPPORTUNITIESNG HallAbstractThis paper studies the business process known as project management. This process has exhibited a remarkable growth in business interest over the last

3、15 years, as demonstrated by a 1000% increase in membership in the Project Management Institute since 1996. This growth is largely attributable to the emergence of many new diverse business applications that can be succ

4、essfully managed as projects.The new applications for project management include IT implementations, research and development, new product and service development, corporate change management, and software development. T

5、he characteristics of modern projects are typically very different from those of traditional projects such as construction and engineering, which necessitates the development of new project management techniques. We dis

6、cuss these recent practical developments. The history of project management methodology is reviewed, from CPM and PERT to the influential modern directions of critical chain project management and agile methods. We iden

7、tify one important application area for future methodological change as new product and service development. A list of specific research topics within project management is discussed. The conclusions suggest the existenc

8、e of significant research opportunities within project management.Keywords: Project management, overview, recent practical developments, opportunities for research1. IntroductionA project is conventionally defined

9、 as a“temporary endeavor undertaken to create a unique product or service” (Project Management Institute 2008). Alternatively, a project can be thought of as a well defined set of tasks that must all be completed in or

10、der to meet the project's goals (Klastorin 2004). In a typical project, many tasks are performed concurrently with each other. Another key feature of projects is the existence of precedence relations between the tas

11、ks. These relations typically define constraints that require one task to be completed before another starts. Compared to many business processes, project management appears to be particularly difficult, from both theo

12、retical and practical perspectives. From a theoretical perspective, the fundamental planning problem of resource constrained scheduling is configuration of a software code is not known until its last line is written. We

13、 say that such project management applications are nondeterministic. Not surprisingly, the processes of scheduling and budgeting the project are considerably more difficult for nondeterministic projects than for determ

14、inistic ones. A second distinction lies in the difficulty of estimating the amount of work that has been completed so far. While a rough estimate is visually available in the case of a skyscraper, it is typically not av

15、ailable in the case of a software program. This lack of transparency about project progress makes it difficult to estimate time and cost variance relative to project progress, and without this information is it difficul

16、t to allocate resources that protect the performance of the project relative to its overall schedule and budget. A third defining difference lies in the time pressure under which projects are completed. By their nature,

17、 traditional projects are often of lengthy duration, whereas modern projects can be much shorter, especially for new products and services. With short product and service life cycles, for example as in the consumer elec

18、tronics industry, a delay in project completion can mean that a product is simply uncompetitive.In all the three examples considered above, the characteristics of modern projects make them substantially harder to manage

19、, and especially to complete on time and on budget, than traditional projects. As discussed in Section 3 below, this has resulted in the development of new, alternative project management methodologies that can more eff

20、ectively deal with the difficulties of modern projects.Several reasons can be identified for the increasing importance of project management as a business process. Principal among these reasons are the following.1. Proje

21、ct management effectively controls change, allowing organizations to introduce new products, processes and programs. 2. Projects are becoming more complex, making them more difficult to control without a formal managemen

22、t structure.3. Projects with substantially different characteristics, especially in IT, are emerging.4. Project management helps cross-functional teams to become more effective.5. Companies are using project management t

23、o develop and test their future leaders.The dominant professional organization that supports project management is the Project Management Institute, which operates branches in 180 countries. This organization had a wor

24、ldwide membership of less than 10,000 in 1980, but this grew substantially to about 50,000 by 1996. Today, PMI has about 550,000 members. There are few, if any, other business processes that can demonstrate three consec

25、utive decades of exponential growth in interest, or such a large professional interest level today. The rapid growth in project management applications has also created bottlenecks in the job market. For example, in su

26、mmer 2010, there were 10,000 unfilled jobs in IT project management in Asia alone.3. Development of MethodologyAlthough project management was not yet formalized as a business process at the time, a significant developm

27、ent occurred in 1917 when Henry L. Gantt (1861-1919) invented the Gantt chart. This chart keeps track of the progress of tasks and the allocation of resources to them over time, and is the central tool for visualizing p