By Roger Chou, PgMP on May 26, 2010 6:11 PM

I think the mark of a good project manager starts with how they manage projects.

In April, the Institute of Taiwanese Project Management gave out its first 10 Outstanding Chinese Project Managers awards. The winners and candidates were examples of what defines a good project manager.

In general, most of the project managers who caught the selection board's attention managed efforts that were:

•Completed within budget and on time, sticking to their scope and quality
•In line with the client company's business objectives or ambitions
•A benefit to the economy, society or local community

Good project managers also have commitment and determination -- a common characteristic of the 10 award winners. Their background, education and work history all showed they were individuals who, when they committed to doing something, would do all that was possible to get the work completed, even when others wanted to give up.

I also realized during the award-selection process that good project managers are a driving force in our society. Their constant, ongoing completion of projects keeps our economy active and competitive.

Whether these are large telecom projects (such as the installation of China's countrywide broadband network) or smaller ecology projects (such as reducing the carbon emissions of homes or businesses), the project managers leading these efforts are all doing important work that improves our society and our economy.

It is only through their planning, execution and management skills, as well as their commitment and determination, that any project can be completed efficiently and effectively.

If you know excellent project managers who deserve to be recognized, consider nominating them in next year's PMI Professional Awards.

To all you project managers silently toiling away -- possibly thinking "these awards have nothing to do with me!" -- I would like to praise your work: You are the real driving force in society. Never underestimate how important your contribution is!

http://blogs.pmi.org/blog/voices_on_project_management/

吉賽普‧德雷納的義大利設計師，常常對行銷人員說，『不要告訴我你們要一座橋，要讓我知道峽谷有多深！』

假如，搬家是一門專案，
相信大部份的人都知道搬家要做什麼、有哪些過程、要外購什麼、目的是什麼、如何驗證？
可是，場景一但轉到軟體專案，
專案的交付標的，可能馬上就成為一座深不可測峽谷上的一座橋，

舉例而言，像是到美髮沙龍做髮型設計前，
好的設計師通常會先問客戶想要的樣子：
『我要看起來年輕』、『我想改變一下造型』、『我想剪頭髮但是不要感覺太短』會依據客戶的年齡、髮量、髮質、髮況，舉出過去的經驗（reference）、未來可能的樣貌（modeling）、甚至是使用的工具、技術（Frame Work or tools）一一溝通，以求得一個共識後，開始進行。到這裡，可能已經有人想到，完成後，到底要拿什麼依據來讓客戶驗證範疇跟品質是為『嗯～真的有比較年輕』、『真的沒有太短』的依據。

純專案型的軟體開發，全然客製化的量身訂做，它其實正是一個『從無到有』的過程，於是乎軟體工程、SOP、CMMI等的方法，夯到爆炸的原因，正是因為大多數服務提供者已經面臨到『無中生有』的手法是需要再被催熟和規範的。

任何的客製化服務，若是淪落於我們『自我感覺良好』但『客戶感覺不佳』的境地，就像是我們在大峽谷上勉強架上了獨木橋，巍巍顫顫、搖搖顛顛。
基礎就是錯的時候，改善，也只不過是在獨朩橋上鍍了層金箔，或是由一座變成兩座，讓它看起來，似乎稍稍比較良好而已。

既然無論再怎麼定義，仍然避免不了所謂『認知』上的落差，那麼在時間、範疇、成本專案限制的鐵三角中，是否也難免時間的延宕、成本的驟增、品質的低落的結果？讓失敗的專案機率分子，又添一椿？
客戶真正的需求、期望與最終團隊執行出來的結果，常常不是一座橋就能跨越的距離，因為有時候，誰都不清楚峽谷究竟有多深？

作　　者：李君婷,ＰＭＰ