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首页> 外文期刊>California management review >Supervising Projects You Don't (Fully) Understand: Lessons for Effective Project Governance by Steering Committees
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Supervising Projects You Don't (Fully) Understand: Lessons for Effective Project Governance by Steering Committees

机译：监督您不完全了解的项目：指导委员会进行有效项目治理的经验教训

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摘要

Strategically important projects involve high stakes, uncertainty, and stakeholder complexity, with contingencies and risks typically surfacing repeatedly as the project evolves. This is challenging not only for the project team (PT) but also in particular for the steering committee (SC), the top management oversight structure typically used to align a project with the organization's strategic goals. This article explores how senior executives on SCs can exercise leadership and effective oversight of strategic projects, although they have only limited time and often incomplete expertise. The SC can keep a project aligned, even with limited time, through focused understanding of the key logic and drivers of the project. The SC needs to manage the surprises and crises that inevitably arise in a difficult project through proactive analysis that goes to the bottom of the problem and by working with the PT to generate solutions.
机译：具有战略意义的项目涉及高风险，不确定性和利益相关者的复杂性，随着项目的发展，突发事件和风险通常反复出现。这不仅对项目团队（PT）尤其对指导委员会（SC）都是挑战，指导委员会（SC）是通常用于使项目与组织的战略目标保持一致的最高管理层监督结构。本文探讨了SC的高级管理人员如何在战略项目上发挥领导作用和有效监督，尽管他们只有有限的时间并且常常缺乏专业知识。通过集中了解项目的关键逻辑和驱动因素，SC可以使项目保持一致，即使时间有限。 SC需要通过对问题进行深入分析的主动分析，并与PT一起生成解决方案，来解决在困难项目中不可避免出现的意外和危机。

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