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譯
文
—續(xù)
4.1.2 項目團(tuán)隊決策
成功的集成式項目有能使團(tuán)隊成員都接受并遵守的決策方法和流程。在一個完全集成式項目中，最終決策能力不屬于某個團(tuán)隊成員。與之相反，所有決定都是由明確的決策機(jī)構(gòu)一致做出的。不論各方?jīng)Q定如何構(gòu)建該決策機(jī)構(gòu)，在集成式項目中引領(lǐng)決策機(jī)構(gòu)的絕對原則是：所有決策都是為了項目的最大利益。
決策機(jī)構(gòu)的組建根據(jù)項目而有所不同，但是所有這種機(jī)構(gòu)都要有主要參與方和主要支持型參與方的組合，以便協(xié)作做出對項目利益最優(yōu)的決策。在項目開始的時候就完成決策機(jī)構(gòu)的實際組建，并將之反映在各方之間的協(xié)議中。
實際上，主要參與方與主要支持型參與方之間的區(qū)別最明顯的領(lǐng)域就是團(tuán)隊決策。主要參與方的優(yōu)勢就在于持續(xù)參與整個項目，因此他們總會是項目決策機(jī)構(gòu)的一部分。盡管主要支持型參與方不太可能會是決策機(jī)構(gòu)的一部分，但是在與其對應(yīng)的專業(yè)領(lǐng)域，他們會充當(dāng)決策機(jī)構(gòu)的顧問。通過所有項目參與方參與到?jīng)Q策流程，無論是作為決策機(jī)構(gòu)成員亦或是顧問，項目都會因為所有項目參與方貢獻(xiàn)其專業(yè)知識處理手頭的問題而使項目收益。
為了提供定期的、及時的以及持續(xù)的決定，決策機(jī)構(gòu)會根據(jù)協(xié)作日程定期會面。會議越是頻繁，決策機(jī)構(gòu)適應(yīng)項目形勢的能力越強(qiáng)。除了定期會議，IPD也要求了一種流程，在該流程中，團(tuán)隊成員能召開緊急會議處理突然出現(xiàn)或需要即刻解決方案的問題。沒有這種靈活性，項目團(tuán)隊不能對項目出現(xiàn)的關(guān)鍵問題及時作出反應(yīng)并將之解決。
未完待續(xù)—
原
文
—CONTINUE
4.1.2 Project Team Decision Making
The successful integrated project has decision making methods and processes that each team member accepts and agrees to abide by. In a fully integrated project, ultimate decision making abilities are not vested in a single team member. Rather, all decisions are made unanimously by a defined decision making body. Regardless of how the parties decide to structure the decision making body, in an integrated project one overriding principle directs the decision making body: all decisions are made in the best interest of the project.
The composition of the decision making body varies from project to project, but always consists of some combination of the primary participants and key supporting participants working collaboratively to render decisions in the best interest of the project. The actual composition of the decision making body is determined at the outset of the project and reflected in the various agreements between the parties.
In practice, team decision making is the area in which the distinction between primary participants and key supporting participants is most apparent. The primary participants, by virtue of their constant involvement on the project, are always part of the project’s decision making body. Although possible, key supporting project participants are typically not part of the decision making body, but they serve as advisers to the decision making body on topics corresponding to their areas of expertise. Through the participation of all of project participants in the decision making process, whether as a member of the decision making body or in an advisory role, the project benefits because the process allows all project participants to bring their expertise to bear on the issue at hand.
In order to provide regular, timely and consistent decisions, the decision making body meets regularly according to a collaboratively set schedule. The more frequent the meetings, the greater the decision making body’s ability to adapt to project circumstances. In addition to regular meetings, IPD also requires a process by which team members can call for emergency meetings to address issues that arise without notice and require immediate resolution. Without this flexibility, the project team cannot promptly respond to, and resolve, critical issues arising during the project.
TO BE CONTINUED—
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