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Harmony or anarchy-the challenge of a consortium

机译：和谐还是无政府状态-财团的挑战

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摘要

An increasingly significant feature of large projects is the internationalisation of the project consortium formed for the purpose of elaborating an offer and, if successful, subsequently delivering the project. How can the task of a consortium be smoothed through the project life cycle? The performance of any consortium in reaching these objectives is directly affected by how the partners choose (or are obliged) to work together. The factors that define this consortium process-organisation, leadership, roles and responsibilities, communication, coordination, design process, teamwork, culture, decision making processes and so on-are not always fully defined during the sales/project definition phase. Experience suggests that initial analysis of the operating environment, both internal and external to the proposed project, has historically been weak with the neglect at the early planning stage of many important issues that will ultimately affect the implementation of the project. In other words, whilst the inputs and outputs are more or less well known, the project process itself is often poorly treated until the actual implementation phase, and as a result the consequences are often severe. This article presents the case for better and more systematic consideration-and management-of such issues throughout the project life cycle.
机译：大型项目的一个日益重要的特征是，为拟订要约，如果成功，则随后交付了项目而成立的项目财团国际化。如何在项目生命周期内使财团的任务顺利进行？任何财团在实现这些目标方面的绩效直接受到合作伙伴选择（或被迫）合作的方式的影响。在销售/项目定义阶段，并不总是完全定义定义该联盟流程的因素，包括组织，领导力，角色和职责，沟通，协调，设计流程，团队合作，文化，决策流程等。经验表明，从历史上讲，对拟议项目的内部和外部操作环境的初步分析一直很薄弱，而在早期规划阶段却忽略了许多最终会影响项目实施的重要问题。换句话说，尽管投入和产出或多或少是众所周知的，但在实际实施阶段之前，项目过程本身往往受到不良对待，因此后果往往很严重。本文介绍了在整个项目生命周期中更好，更系统地考虑和管理此类问题的案例。

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