英语翻译The Project Alignment Model is shown in Figure 1.This has three main sections:environment; leadership; and management.These are discussed in detail in the following sub-sections.EnvironmentThe internal company and external business enviro

英语翻译The Project Alignment Model is shown in Figure 1.This has three main sections:environment; leadership; and management.These are discussed in detail in the following sub-sections.EnvironmentThe internal company and external business enviro
英语翻译
The Project Alignment Model is shown in Figure 1.This has three main sections:environment; leadership; and management.These are discussed in detail in the following sub-sections.
Environment
The internal company and external business environments must be understood when setting up a project,and they must be monitored throughout the project’s life.Without this the project may struggle to remain relevant and aligned with the company’s current strategy Business environment.The project timetable must be sympathetic to the external business environment.Project A shows what can happen if a project fails to recognize and act upon changing business conditions.Company A’s management were being forced to close plants and cut costs in response to a collapsing market,but the project continued with its original purpose.As a result the project lost credibility with many stakeholders.In contrast,Company B’s business environment was reasonably stable and it was able to conduct a more substantial project.
Company strategy.Carnall (1999) explains that corporate strategy must be made explicit and diffused throughout an organisation to allow people to plan and create change.The strategy should be simple and comprehensible,based on an identifiable core concept,with clear priorities and resource allocation.It may support super ordinate goals focussed on organisational outcomes,which Collins and Porras (2000) describe as “big hairy audacious goals” – these are challenging goals and projects towards which a visionary company channels its efforts.An example is GE’s goal to be “number one or two in every market”.Project B’s teams frequently referred back to their company’s goals and validated that their proposed solutions would contribute to them.

英语翻译The Project Alignment Model is shown in Figure 1.This has three main sections:environment; leadership; and management.These are discussed in detail in the following sub-sections.EnvironmentThe internal company and external business enviro
The Project Alignment Model is shown in Figure 1.This has three main sections:environment; leadership; and management.These are discussed in detail in the following sub-sections.
这个项目的排列模式如图1所示.这有三个主要部分:环境;领导、管理.这是在下面详细讨论遵从.
Environment
环境
The internal company and external business environments must be understood when setting up a project,and they must be monitored throughout the project’s life.Without this the project may struggle to remain relevant and aligned with the company’s current strategy Business environment.The project timetable must be sympathetic to the external business environment.Project A shows what can happen if a project fails to recognize and act upon changing business conditions.Company A’s management were being forced to close plants and cut costs in response to a collapsing market,but the project continued with its original purpose.As a result the project lost credibility with many stakeholders.In contrast,Company B’s business environment was reasonably stable and it was able to conduct a more substantial project.
在公司内部和外部环境必须明白当建立一个项目,均须在整个项目的生命.没有这个项目会努力保持有关而与公司目前的策略的商业环境.这个项目时间表必须有同情心的外部环境.项目的一个显示时会发生什么项目不能辨认和改变经营的条件.公司的管理,被迫关闭工厂和削减成本在崩溃的市场,但这个项目继续原有的目的.由于失去信誉,以项目的利益相关者.许多相反,乙公司的商业环境稳定,它能够合理地进行了更丰富的项目.
Company strategy.Carnall (1999) explains that corporate strategy must be made explicit and diffused throughout an organisation to allow people to plan and create change.The strategy should be simple and comprehensible,based on an identifiable core concept,with clear priorities and resource allocation.It may support super ordinate goals focussed on organisational outcomes,which Collins and Porras (2000) describe as “big hairy audacious goals” – these are challenging goals and projects towards which a visionary company channels its efforts.An example is GE’s goal to be “number one or two in every market”.Project B’s teams frequently referred back to their company’s goals and validated that their proposed solutions would contribute to them.
公司的策略.Carnall(1999)解释企业战略必须明确和扩散在整个组织能让人们计划和创造改变.这个策略应该简单和容易理解的基础上,确定的核心理念,明确的优先权和资源配置.它可以支持超级ordinate目标集中在组织的结果,搅动后倒入加冰的柯林斯和Porras(2000)描述为“大毛大胆目标”——这是有挑战性的目标和项目,一个有远见卓识的公司渠道向他们的努力.一个例子是通用电气公司的目标是“一或两个在每个市场”.项目的球队常回他们的公司的目标和验证,提出解决方案将有助于他们.
这样就可以了.

这个项目的排列模式如图1所示。这有三个主要部分:环境;领导、管理。这是在下面详细讨论遵从。
环境
在公司内部和外部环境必须明白当建立一个项目,均须在整个项目的生命。没有这个项目会努力保持有关而与公司目前的策略的商业环境。这个项目时间表必须有同情心的外部环境。项目的一个显示时会发生什么项目不能辨认和改变经营的条件。公司的管理,被迫关闭工厂和削减成本在崩溃的市场,但这个项目继续...

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这个项目的排列模式如图1所示。这有三个主要部分:环境;领导、管理。这是在下面详细讨论遵从。
环境
在公司内部和外部环境必须明白当建立一个项目,均须在整个项目的生命。没有这个项目会努力保持有关而与公司目前的策略的商业环境。这个项目时间表必须有同情心的外部环境。项目的一个显示时会发生什么项目不能辨认和改变经营的条件。公司的管理,被迫关闭工厂和削减成本在崩溃的市场,但这个项目继续原有的目的。由于失去信誉,以项目的利益相关者。许多相反,乙公司的商业环境稳定,它能够合理地进行了更丰富的项目。
公司的策略。Carnall(1999)解释企业战略必须明确和扩散在整个组织能让人们计划和创造改变。这个策略应该简单和容易理解的基础上,确定的核心理念,明确的优先权和资源配置。它可以支持超级ordinate目标集中在组织的结果,搅动后倒入加冰的柯林斯和Porras(2000)描述为“大毛大胆目标”——这是有挑战性的目标和项目,一个有远见卓识的公司渠道向他们的努力。一个例子是通用电气公司的目标是“一或两个在每个市场”。项目的球队常回他们的公司的目标和验证,提出解决方案将有助于他们。

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