重慶建筑施工項目管理系統(tǒng)開發(fā)
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邱吉爾成為項目管理人的背景和資格
高仁杰/譯
繼續(xù)《邱吉爾如何成為項目管理人》系列叢書，本文將討論邱吉爾的背景及他為何會在1940年五月份被認為是唯一有資格的項目管理人。我們可以看到邱吉爾帶來的類似于項目管理的一些技巧、成為一個項目管理者需要什么樣的背景？哪些是項目管理必須的特性？以及以前的項目經驗教訓是多么重要。
1940年,在邱吉爾滿65歲時，他被任命為國家首相。面對要打敗頑強的敵人，他得尋找一切力量來帶領他的國家走出最黑暗、最危險的時期。邱吉爾為此做好了一切準備！他一直相信這是命運賦予他的使命：要由他領導他的祖國。 在接受此職之際，他不僅對當時的歷史背景有了充分的了解，而且有著艱難的國際談判和嚴峻政治斗爭的經驗。在許多方面他都已不惜余力地做好了準備。
邱吉爾有著廣泛的政治生涯，歷經許多錯綜復雜的政治事件；這些從政經歷和經驗成為他日后政治生涯最寶貴的東西。 截止至1940年，他的簡要經歷如下：
· 1894年 任英國皇家軍隊第二軍隊海軍上尉
·1896 年 出版第一部書 作為報社的編輯
·1899年 布爾戰(zhàn)爭的隨軍記者 （非戰(zhàn)斗受傷的戰(zhàn)俘）
· 1901年 任下議院議員
·1905年 任內閣大臣
·1910年-1911年 出任內政大臣
·1911年-1915年 出任海軍大臣
·1915年 任戰(zhàn)爭參議會的內閣成員
·1916年 任西部前線的皇家蘇格蘭軍第六軍司令
·1917年 任軍需大臣
·1919年-1921年 任國防大臣
·1924年-1929年 任財政大臣
·1929年-1939年 離開政府，賦閑十年
邱吉爾的職業(yè)中曾遭遇過幾次災難性的打擊，足以摧毀任何其他人的事業(yè)。但正是在這些變化莫測的項目中鍛煉了他和增長了他的見解；邱吉爾得以從中吸取教訓，繼續(xù)前進。
邱吉爾的職業(yè)生涯開始于他的冒險經歷及作為一名軍官獲得的寶貴的軍事經驗。幾年后他辭去軍職從事新聞職業(yè)，并參加了布爾戰(zhàn)爭，不幸被布爾人抓獲，投進監(jiān)獄。但他設法逃離監(jiān)獄的經歷使他成為了民族英雄。
不久，邱吉爾當選為下議院議員，然后職位一直上升為內政大臣。 在1911年任海軍大臣時，得到皇帝接見，從此擠入名流圈中。1914年，他奉命組建英國海軍為即將爆發(fā)的第一次世界大戰(zhàn)作準備。
1915年，身為戰(zhàn)爭參議處內閣成員的邱吉爾提出了一項建議：開辟一個新的戰(zhàn)爭前線，這樣可以迫使德國軍隊分散兵力，去支援疲憊不堪的土耳其軍隊。但不知是計劃估計過高還是缺乏估計，軍事方面尚不合適的軍事指揮能力導致了加利波利戰(zhàn)役的慘敗。在1915年末邱吉爾由海軍大臣被迫降職，并辭去了內閣職務。
在邱吉爾的政治生涯中有這么一段插曲：他曾在法國軍營參與指揮步兵團，因此他又一次能真實看到底層士兵。當在戰(zhàn)壕里戰(zhàn)斗時他明白了靜態(tài)戰(zhàn)爭的弊端，從這件事上他越來越清楚地懂得了進攻和隨后有影響力的﹑盛行的----“有機會就要進攻”的內涵。.
1917年邱吉爾被重新召回內閣，出任軍需大臣。在戰(zhàn)爭間歇期，為了戰(zhàn)爭物資原料的生產，他通過調節(jié)國家經濟來指導戰(zhàn)爭物資的工業(yè)供給。他負責坦克的生產，同時也首次看到了因軍隊與工廠之間缺乏協(xié)作而阻礙坦克生產的狀況。
30年代，邱吉爾所在的政黨下臺，他也賦閑起來。但為了警告國家面臨法西斯勢力下的德國軍事力量的危險上升-----這一長遠目標，邱吉爾扮演了一個非常積極的角色，這為他在1940年贏得了聲譽。
我們不禁會問：成為一個項目管理者需要什么樣的背景？和以前的項目經驗教訓的重要性？一個項目管理者需要有這樣一些和項目相關的經驗：選擇、開始、定義、計劃、風險管理、資源管理、預算、溝通、跟進項目狀況報告和狀態(tài)，評估績效。
邱吉爾在衡量項目方面有著豐富的經驗：為備戰(zhàn)組建海軍、計劃加利波利戰(zhàn)役、調控經濟生產戰(zhàn)爭物資、坦克、管理國家財政。
而且他還有一個項目管理者應有的經驗:商業(yè)知識、懂技術、懂行為學、及不可缺少的領導技能。邱吉爾當時能當上PM的情景包括：
·在第一次世界大戰(zhàn)中獲得的經驗和教訓成為他1940年5月臨危受命的優(yōu)先條件。他比任何人清楚英國當時的所面臨的挑戰(zhàn)：缺乏核心政策破壞資源協(xié)調，并且延遲英國家的反應。
· 他對技術非常了解，清楚技術的應用和所帶來可見的用處。 例如，1915年他任海軍大臣時，他就倡議設計坦克。 在1938年，他支持雷達的發(fā)展。雖然他會參與技術討論，但他往往將決定權留給可信賴的海軍上尉們-----他相信他們可以做好這項工作。
· 他了解人們的行為，圍繞著如何激發(fā)他的團隊。在1940年，溝通管理是他的策略基石，通過多方向地溝通（包括內閣，政府，人民群眾），消除異議。
英文原文
Churchill, his background and qualifications for becoming a PM
Continuing with our series on Churchill the Project Manager (PM), this article discusses his background, and why he was so uniquely qualified in May 1940. It looks at the skills that he brought to bear to the project. It also asks what is a good background for a PM, what are the most desired traits, and how important is previous project experience along
with the battle scars?
When Churchill became PM at the ripe age of 65 in 1940, he had to find the strength to lead his nation forward from the darkest and most dangerous of times, towards the defeat of a tenacious enemy. But Churchill was ready for this and he had always believed he had
a fate with destiny that would require him to lead his nation. As he took the position he had a very good idea of what he was undertaking with the background he had and could draw from experience in tough international negotiations or fierce political battles. In many ways he was so well prepared that he wasted little time in taking actions.
Churchill had an extensive career which was in and around politics but weaving in many projects and experiences that were to prove completely invaluable. His career background to 1940 included:
· 1894 – Commission for a second lieutenant in the British army
· 1896 – First book published, compiled from dispatches he wrote for a newspaper
· 1899 – Reporter in Boer war (became a POW although a non-combatant)
· 1901 – Member of Parliament
· 1905 – Cabinet Minister
· 1910-1911 – Home Secretary
· 1911-1915 – First Lord of the Admiralty
· 1915 – Member of the War Council of the British Cabinet
· 1916 – Commanded the 6th Royal Scots Fusiliers on the western front
· 1917 – Minister of Munitions
· 1919-1921 – Secretary of state for war and air
· 1924-1929 – Chancellor of the Exchequer
· 1929-1939 – Out of office back bencher
During his career he crashed and burned several times with unprecedented disasters, projects that would have ended anyone else’s career. But these tricky project assignments molded him and his outlook. He was able to extract lessons and continue on.
His career began as an adventurer and with an army commission he gained valuable military experience as an officer. After a few years he resigned his commission to pursue a career in journalism and went out to cover the Boer War. He was captured by the Boers and imprisoned, but managed to escape from prison which made him a national hero.
Churchill then became a Member of Parliament and had a meteoric rise to the position of Home Secretary. In 1911 as First Lord of the Admiralty he met with the Kaiser and moved in prestigious circles. He could take credit for preparing the British Navy for the outbreak of First World War in 1914.
In 1915 as a member of the War Council of the Cabinet Churchill suggested a plan for a new war front that would force the Germans to split their army and support the poorly rated Turkish army. However, the value of good intelligence or the lack of it, and incompetent military leadership in the field led to a disastrous campaign in Gallipoli. He
was demoted from the Admiralty and by the end of 1915 he had resigned his cabinet post.
With his political career in tatters Churchill embarked with the command of an infantry battalion in France so he could look people in the eye again. He saw the horror of a static war as he fought in the trenches. From this he clearly began to understood offense and the concept of “attack when possible” an important mantra later on.
In 1917 Churchill was recalled to the cabinet as Minister of Munitions. For the rest of the war, he directed industrial support of the war effort by organizing the national economy for production of war materials. He was responsible for tank production and saw first hand the lack of cooperation between military and industry which hindered his objectives.
Through the 1930s Churchill’s party was out of office and he held no cabinet position. However, he played a very active role in becoming a rallying point for warning the nation of the dangerous rise of German military power under the Nazi regime. This was to give him enormous credibility in 1940.
So what is a good background for a PM, and how important is previous project experience along with the battle scars? A PM needs experience in projects relative to their selection, initiation, definition, planning, risk management, resource management,
budgeting, communication, tracking issues and status, and evaluating performance.
Churchill had experience with large scale projects in abundance. From preparing the Navy for war, to planning the Gallipoli campaign, to coordinating the economy for the production of war materials and tanks, to running the finances of the country.
As well as experience PMs require strong traits in business, technology, and behavior, and of course leadership skills. In Churchill’s situation:
· He better understood the challenges the UK faced than anyone. He had learned many lessons from the First World War which guided his priorities in May 1940.
Foremost the lack of a central policy that undermined resource coordination, and prolonged the UKs response.
· He was very aware of technology and could see its application and providing a clear advantage. For example, in 1915 even though he was the Lord of Admiralty he sponsored the initial tank design. In 1938 he supported the development of Radar. Although he would be involved in technical discussions he would leave decisions to trusted Lieutenants ― people he knew could do the job.
· He was very savvy to understanding human behavior and how to motivate teams around him. Communication management was a cornerstone of his strategy in 1940, communicating in all directions (cabinet, government, people), to avoid any surprises.
繼續(xù)《邱吉爾如何成為項目管理人》系列叢書，本文將討論邱吉爾的背景及他為何會在1940年五月份被認為是唯一有資格的項目管理人。我們可以看到邱吉爾帶來的類似于項目管理的一些技巧、成為一個項目管理者需要什么樣的背景？哪些是項目管理必須的特性？以及以前的項目經驗教訓是多么重要。
1940年,在邱吉爾滿65歲時，他被任命為國家首相。面對要打敗頑強的敵人，他得尋找一切力量來帶領他的國家走出最黑暗、最危險的時期。邱吉爾為此做好了一切準備！他一直相信這是命運賦予他的使命：要由他領導他的祖國。 在接受此職之際，他不僅對當時的歷史背景有了充分的了解，而且有著艱難的國際談判和嚴峻政治斗爭的經驗。在許多方面他都已不惜余力地做好了準備。
邱吉爾有著廣泛的政治生涯，歷經許多錯綜復雜的政治事件；這些從政經歷和經驗成為他日后政治生涯最寶貴的東西。 截止至1940年，他的簡要經歷如下：
· 1894年 任英國皇家軍隊第二軍隊海軍上尉
·1896 年 出版第一部書 作為報社的編輯
·1899年 布爾戰(zhàn)爭的隨軍記者 （非戰(zhàn)斗受傷的戰(zhàn)俘）
· 1901年 任下議院議員
·1905年 任內閣大臣
·1910年-1911年 出任內政大臣
·1911年-1915年 出任海軍大臣
·1915年 任戰(zhàn)爭參議會的內閣成員
·1916年 任西部前線的皇家蘇格蘭軍第六軍司令
·1917年 任軍需大臣
·1919年-1921年 任國防大臣
·1924年-1929年 任財政大臣
·1929年-1939年 離開政府，賦閑十年
邱吉爾的職業(yè)中曾遭遇過幾次災難性的打擊，足以摧毀任何其他人的事業(yè)。但正是在這些變化莫測的項目中鍛煉了他和增長了他的見解；邱吉爾得以從中吸取教訓，繼續(xù)前進。
邱吉爾的職業(yè)生涯開始于他的冒險經歷及作為一名軍官獲得的寶貴的軍事經驗。幾年后他辭去軍職從事新聞職業(yè)，并參加了布爾戰(zhàn)爭，不幸被布爾人抓獲，投進監(jiān)獄。但他設法逃離監(jiān)獄的經歷使他成為了民族英雄。
不久，邱吉爾當選為下議院議員，然后職位一直上升為內政大臣。 在1911年任海軍大臣時，得到皇帝接見，從此擠入名流圈中。1914年，他奉命組建英國海軍為即將爆發(fā)的第一次世界大戰(zhàn)作準備。
1915年，身為戰(zhàn)爭參議處內閣成員的邱吉爾提出了一項建議：開辟一個新的戰(zhàn)爭前線，這樣可以迫使德國軍隊分散兵力，去支援疲憊不堪的土耳其軍隊。但不知是計劃估計過高還是缺乏估計，軍事方面尚不合適的軍事指揮能力導致了加利波利戰(zhàn)役的慘敗。在1915年末邱吉爾由海軍大臣被迫降職，并辭去了內閣職務。
在邱吉爾的政治生涯中有這么一段插曲：他曾在法國軍營參與指揮步兵團，因此他又一次能真實看到底層士兵。當在戰(zhàn)壕里戰(zhàn)斗時他明白了靜態(tài)戰(zhàn)爭的弊端，從這件事上他越來越清楚地懂得了進攻和隨后有影響力的﹑盛行的----“有機會就要進攻”的內涵。.
1917年邱吉爾被重新召回內閣，出任軍需大臣。在戰(zhàn)爭間歇期，為了戰(zhàn)爭物資原料的生產，他通過調節(jié)國家經濟來指導戰(zhàn)爭物資的工業(yè)供給。他負責坦克的生產，同時也首次看到了因軍隊與工廠之間缺乏協(xié)作而阻礙坦克生產的狀況。
30年代，邱吉爾所在的政黨下臺，他也賦閑起來。但為了警告國家面臨法西斯勢力下的德國軍事力量的危險上升-----這一長遠目標，邱吉爾扮演了一個非常積極的角色，這為他在1940年贏得了聲譽。
我們不禁會問：成為一個項目管理者需要什么樣的背景？和以前的項目經驗教訓的重要性？一個項目管理者需要有這樣一些和項目相關的經驗：選擇、開始、定義、計劃、風險管理、資源管理、預算、溝通、跟進項目狀況報告和狀態(tài)，評估績效。
邱吉爾在衡量項目方面有著豐富的經驗：為備戰(zhàn)組建海軍、計劃加利波利戰(zhàn)役、調控經濟生產戰(zhàn)爭物資、坦克、管理國家財政。
而且他還有一個項目管理者應有的經驗:商業(yè)知識、懂技術、懂行為學、及不可缺少的領導技能。邱吉爾當時能當上PM的情景包括：
·在第一次世界大戰(zhàn)中獲得的經驗和教訓成為他1940年5月臨危受命的優(yōu)先條件。他比任何人清楚英國當時的所面臨的挑戰(zhàn)：缺乏核心政策破壞資源協(xié)調，并且延遲英國家的反應。
· 他對技術非常了解，清楚技術的應用和所帶來可見的用處。 例如，1915年他任海軍大臣時，他就倡議設計坦克。 在1938年，他支持雷達的發(fā)展。雖然他會參與技術討論，但他往往將決定權留給可信賴的海軍上尉們-----他相信他們可以做好這項工作。
· 他了解人們的行為，圍繞著如何激發(fā)他的團隊。在1940年，溝通管理是他的策略基石，通過多方向地溝通（包括內閣，政府，人民群眾），消除異議。
英文原文
Churchill, his background and qualifications for becoming a PM
Continuing with our series on Churchill the Project Manager (PM), this article discusses his background, and why he was so uniquely qualified in May 1940. It looks at the skills that he brought to bear to the project. It also asks what is a good background for a PM, what are the most desired traits, and how important is previous project experience along
with the battle scars?
When Churchill became PM at the ripe age of 65 in 1940, he had to find the strength to lead his nation forward from the darkest and most dangerous of times, towards the defeat of a tenacious enemy. But Churchill was ready for this and he had always believed he had
a fate with destiny that would require him to lead his nation. As he took the position he had a very good idea of what he was undertaking with the background he had and could draw from experience in tough international negotiations or fierce political battles. In many ways he was so well prepared that he wasted little time in taking actions.
Churchill had an extensive career which was in and around politics but weaving in many projects and experiences that were to prove completely invaluable. His career background to 1940 included:
· 1894 – Commission for a second lieutenant in the British army
· 1896 – First book published, compiled from dispatches he wrote for a newspaper
· 1899 – Reporter in Boer war (became a POW although a non-combatant)
· 1901 – Member of Parliament
· 1905 – Cabinet Minister
· 1910-1911 – Home Secretary
· 1911-1915 – First Lord of the Admiralty
· 1915 – Member of the War Council of the British Cabinet
· 1916 – Commanded the 6th Royal Scots Fusiliers on the western front
· 1917 – Minister of Munitions
· 1919-1921 – Secretary of state for war and air
· 1924-1929 – Chancellor of the Exchequer
· 1929-1939 – Out of office back bencher
During his career he crashed and burned several times with unprecedented disasters, projects that would have ended anyone else’s career. But these tricky project assignments molded him and his outlook. He was able to extract lessons and continue on.
His career began as an adventurer and with an army commission he gained valuable military experience as an officer. After a few years he resigned his commission to pursue a career in journalism and went out to cover the Boer War. He was captured by the Boers and imprisoned, but managed to escape from prison which made him a national hero.
Churchill then became a Member of Parliament and had a meteoric rise to the position of Home Secretary. In 1911 as First Lord of the Admiralty he met with the Kaiser and moved in prestigious circles. He could take credit for preparing the British Navy for the outbreak of First World War in 1914.
In 1915 as a member of the War Council of the Cabinet Churchill suggested a plan for a new war front that would force the Germans to split their army and support the poorly rated Turkish army. However, the value of good intelligence or the lack of it, and incompetent military leadership in the field led to a disastrous campaign in Gallipoli. He
was demoted from the Admiralty and by the end of 1915 he had resigned his cabinet post.
With his political career in tatters Churchill embarked with the command of an infantry battalion in France so he could look people in the eye again. He saw the horror of a static war as he fought in the trenches. From this he clearly began to understood offense and the concept of “attack when possible” an important mantra later on.
In 1917 Churchill was recalled to the cabinet as Minister of Munitions. For the rest of the war, he directed industrial support of the war effort by organizing the national economy for production of war materials. He was responsible for tank production and saw first hand the lack of cooperation between military and industry which hindered his objectives.
Through the 1930s Churchill’s party was out of office and he held no cabinet position. However, he played a very active role in becoming a rallying point for warning the nation of the dangerous rise of German military power under the Nazi regime. This was to give him enormous credibility in 1940.
So what is a good background for a PM, and how important is previous project experience along with the battle scars? A PM needs experience in projects relative to their selection, initiation, definition, planning, risk management, resource management,
budgeting, communication, tracking issues and status, and evaluating performance.
Churchill had experience with large scale projects in abundance. From preparing the Navy for war, to planning the Gallipoli campaign, to coordinating the economy for the production of war materials and tanks, to running the finances of the country.
As well as experience PMs require strong traits in business, technology, and behavior, and of course leadership skills. In Churchill’s situation:
· He better understood the challenges the UK faced than anyone. He had learned many lessons from the First World War which guided his priorities in May 1940.
Foremost the lack of a central policy that undermined resource coordination, and prolonged the UKs response.
· He was very aware of technology and could see its application and providing a clear advantage. For example, in 1915 even though he was the Lord of Admiralty he sponsored the initial tank design. In 1938 he supported the development of Radar. Although he would be involved in technical discussions he would leave decisions to trusted Lieutenants ― people he knew could do the job.
· He was very savvy to understanding human behavior and how to motivate teams around him. Communication management was a cornerstone of his strategy in 1940, communicating in all directions (cabinet, government, people), to avoid any surprises.