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The Evolving Discipline of Project Execution

机译：项目执行的不断变化的纪律

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Retrospective, forensic-based project controls systems are no longer effective with Today's increasingly complex and faster-track projects. Bureaucratic and sluggish systems using trailing indicators often elongate the resolution of project issues and often obscure them. Duration-based costs represent a substantial portion of project costs, so any time lag in identifying trends and getting credible information to decision-makers increases the chances for an adverse outcome. Even with timely information, staff may be deceived into making poor decisions, with confidence, due to discrepant information. This is exacerbated by the present-day skills and experience gaps due to an aging demographic. This has prompted many to implement "management by rule" approaches, attempting to "check" quality into work products. This disengages many bright minds who then become mechanistic, propagating more quality issues. This paper discusses the four dysfunctional O's within project organizations that allow project failures to perpetuate. This evolved "Best Value Performance Measurement" [1] execution approach utilizes focused and engaged personnel backed by consistent and responsive processes that deliver cost and schedule certainty through a more objective risk centric, value-driven strategy.
机译：回顾性，基于法医的项目控制系统不再适用于今天越来越复杂和更快的轨道项目。使用尾随指示器的官僚和缓慢的系统通常伸长了项目问题的解决，并且经常掩盖它们。基于期限的费用代表了大量的项目成本，因此任何时间延迟，以确定趋势并使可靠的信息达到决策者的信息会增加对不利结果的机会。即使有时的信息，员工可能会因差异的信息而被欺骗，以信心充满决策。这加剧了当今的技能，并且由于老龄化人口统计而经历差距。这促使许多人实施“通过规则管理”方法，试图“检查”质量进入工作产品。这脱离了许多明亮的思想，然后成为机械师，传播更多的质量问题。本文讨论了项目组织内的四个功能障碍o在允许项目失败延期的项目组织内。这种进化的“最佳价值性能测量”[1]执行方法利用了由一致和响应的过程支持的聚焦和有关的人员，通过更客观的风险为中心的价值驱动策略来提供成本和安排确定性。

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