重庆建筑施工项目管理系统开发
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邱吉尔成为项目管理人的背景和资格
高仁杰/译
继续《邱吉尔如何成为项目管理人》系列丛书，本文将讨论邱吉尔的背景及他为何会在1940年五月份被认为是唯一有资格的项目管理人。我们可以看到邱吉尔带来的类似于项目管理的一些技巧、成为一个项目管理者需要什么样的背景？哪些是项目管理必须的特性？以及以前的项目经验教训是多么重要。
1940年,在邱吉尔满65岁时，他被任命为国家首相。面对要打败顽强的敌人，他得寻找一切力量来带领他的国家走出最黑暗、最危险的时期。邱吉尔为此做好了一切准备！他一直相信这是命运赋予他的使命：要由他领导他的祖国。 在接受此职之际，他不仅对当时的历史背景有了充分的了解，而且有着艰难的国际谈判和严峻政治斗争的经验。在许多方面他都已不惜余力地做好了准备。
邱吉尔有着广泛的政治生涯，历经许多错综复杂的政治事件；这些从政经历和经验成为他日后政治生涯最宝贵的东西。 截止至1940年，他的简要经历如下：
· 1894年 任英国皇家军队第二军队海军上尉
·1896 年 出版第一部书 作为报社的编辑
·1899年 布尔战争的随军记者 （非战斗受伤的战俘）
· 1901年 任下议院议员
·1905年 任内阁大臣
·1910年-1911年 出任内政大臣
·1911年-1915年 出任海军大臣
·1915年 任战争参议会的内阁成员
·1916年 任西部前线的皇家苏格兰军第六军司令
·1917年 任军需大臣
·1919年-1921年 任国防大臣
·1924年-1929年 任财政大臣
·1929年-1939年 离开政府，赋闲十年
邱吉尔的职业中曾遭遇过几次灾难性的打击，足以摧毁任何其他人的事业。但正是在这些变化莫测的项目中锻炼了他和增长了他的见解；邱吉尔得以从中吸取教训，继续前进。
邱吉尔的职业生涯开始于他的冒险经历及作为一名军官获得的宝贵的军事经验。几年后他辞去军职从事新闻职业，并参加了布尔战争，不幸被布尔人抓获，投进监狱。但他设法逃离监狱的经历使他成为了民族英雄。
不久，邱吉尔当选为下议院议员，然后职位一直上升为内政大臣。 在1911年任海军大臣时，得到皇帝接见，从此挤入名流圈中。1914年，他奉命组建英国海军为即将爆发的第一次世界大战作准备。
1915年，身为战争参议处内阁成员的邱吉尔提出了一项建议：开辟一个新的战争前线，这样可以迫使德国军队分散兵力，去支援疲惫不堪的土耳其军队。但不知是计划估计过高还是缺乏估计，军事方面尚不合适的军事指挥能力导致了加利波利战役的惨败。在1915年末邱吉尔由海军大臣被迫降职，并辞去了内阁职务。
在邱吉尔的政治生涯中有这么一段插曲：他曾在法国军营参与指挥步兵团，因此他又一次能真实看到底层士兵。当在战壕里战斗时他明白了静态战争的弊端，从这件事上他越来越清楚地懂得了进攻和随后有影响力的﹑盛行的----“有机会就要进攻”的内涵。.
1917年邱吉尔被重新召回内阁，出任军需大臣。在战争间歇期，为了战争物资原料的生产，他通过调节国家经济来指导战争物资的工业供给。他负责坦克的生产，同时也首次看到了因军队与工厂之间缺乏协作而阻碍坦克生产的状况。
30年代，邱吉尔所在的政党下台，他也赋闲起来。但为了警告国家面临法西斯势力下的德国军事力量的危险上升-----这一长远目标，邱吉尔扮演了一个非常积极的角色，这为他在1940年赢得了声誉。
我们不禁会问：成为一个项目管理者需要什么样的背景？和以前的项目经验教训的重要性？一个项目管理者需要有这样一些和项目相关的经验：选择、开始、定义、计划、风险管理、资源管理、预算、沟通、跟进项目状况报告和状态，评估绩效。
邱吉尔在衡量项目方面有着丰富的经验：为备战组建海军、计划加利波利战役、调控经济生产战争物资、坦克、管理国家财政。
而且他还有一个项目管理者应有的经验:商业知识、懂技术、懂行为学、及不可缺少的领导技能。邱吉尔当时能当上PM的情景包括：
·在第一次世界大战中获得的经验和教训成为他1940年5月临危受命的优先条件。他比任何人清楚英国当时的所面临的挑战：缺乏核心政策破坏资源协调，并且延迟英国家的反应。
· 他对技术非常了解，清楚技术的应用和所带来可见的用处。 例如，1915年他任海军大臣时，他就倡议设计坦克。 在1938年，他支持雷达的发展。虽然他会参与技术讨论，但他往往将决定权留给可信赖的海军上尉们-----他相信他们可以做好这项工作。
· 他了解人们的行为，围绕着如何激发他的团队。在1940年，沟通管理是他的策略基石，通过多方向地沟通（包括内阁，政府，人民群众），消除异议。
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.
继续《邱吉尔如何成为项目管理人》系列丛书，本文将讨论邱吉尔的背景及他为何会在1940年五月份被认为是唯一有资格的项目管理人。我们可以看到邱吉尔带来的类似于项目管理的一些技巧、成为一个项目管理者需要什么样的背景？哪些是项目管理必须的特性？以及以前的项目经验教训是多么重要。
1940年,在邱吉尔满65岁时，他被任命为国家首相。面对要打败顽强的敌人，他得寻找一切力量来带领他的国家走出最黑暗、最危险的时期。邱吉尔为此做好了一切准备！他一直相信这是命运赋予他的使命：要由他领导他的祖国。 在接受此职之际，他不仅对当时的历史背景有了充分的了解，而且有着艰难的国际谈判和严峻政治斗争的经验。在许多方面他都已不惜余力地做好了准备。
邱吉尔有着广泛的政治生涯，历经许多错综复杂的政治事件；这些从政经历和经验成为他日后政治生涯最宝贵的东西。 截止至1940年，他的简要经历如下：
· 1894年 任英国皇家军队第二军队海军上尉
·1896 年 出版第一部书 作为报社的编辑
·1899年 布尔战争的随军记者 （非战斗受伤的战俘）
· 1901年 任下议院议员
·1905年 任内阁大臣
·1910年-1911年 出任内政大臣
·1911年-1915年 出任海军大臣
·1915年 任战争参议会的内阁成员
·1916年 任西部前线的皇家苏格兰军第六军司令
·1917年 任军需大臣
·1919年-1921年 任国防大臣
·1924年-1929年 任财政大臣
·1929年-1939年 离开政府，赋闲十年
邱吉尔的职业中曾遭遇过几次灾难性的打击，足以摧毁任何其他人的事业。但正是在这些变化莫测的项目中锻炼了他和增长了他的见解；邱吉尔得以从中吸取教训，继续前进。
邱吉尔的职业生涯开始于他的冒险经历及作为一名军官获得的宝贵的军事经验。几年后他辞去军职从事新闻职业，并参加了布尔战争，不幸被布尔人抓获，投进监狱。但他设法逃离监狱的经历使他成为了民族英雄。
不久，邱吉尔当选为下议院议员，然后职位一直上升为内政大臣。 在1911年任海军大臣时，得到皇帝接见，从此挤入名流圈中。1914年，他奉命组建英国海军为即将爆发的第一次世界大战作准备。
1915年，身为战争参议处内阁成员的邱吉尔提出了一项建议：开辟一个新的战争前线，这样可以迫使德国军队分散兵力，去支援疲惫不堪的土耳其军队。但不知是计划估计过高还是缺乏估计，军事方面尚不合适的军事指挥能力导致了加利波利战役的惨败。在1915年末邱吉尔由海军大臣被迫降职，并辞去了内阁职务。
在邱吉尔的政治生涯中有这么一段插曲：他曾在法国军营参与指挥步兵团，因此他又一次能真实看到底层士兵。当在战壕里战斗时他明白了静态战争的弊端，从这件事上他越来越清楚地懂得了进攻和随后有影响力的﹑盛行的----“有机会就要进攻”的内涵。.
1917年邱吉尔被重新召回内阁，出任军需大臣。在战争间歇期，为了战争物资原料的生产，他通过调节国家经济来指导战争物资的工业供给。他负责坦克的生产，同时也首次看到了因军队与工厂之间缺乏协作而阻碍坦克生产的状况。
30年代，邱吉尔所在的政党下台，他也赋闲起来。但为了警告国家面临法西斯势力下的德国军事力量的危险上升-----这一长远目标，邱吉尔扮演了一个非常积极的角色，这为他在1940年赢得了声誉。
我们不禁会问：成为一个项目管理者需要什么样的背景？和以前的项目经验教训的重要性？一个项目管理者需要有这样一些和项目相关的经验：选择、开始、定义、计划、风险管理、资源管理、预算、沟通、跟进项目状况报告和状态，评估绩效。
邱吉尔在衡量项目方面有着丰富的经验：为备战组建海军、计划加利波利战役、调控经济生产战争物资、坦克、管理国家财政。
而且他还有一个项目管理者应有的经验:商业知识、懂技术、懂行为学、及不可缺少的领导技能。邱吉尔当时能当上PM的情景包括：
·在第一次世界大战中获得的经验和教训成为他1940年5月临危受命的优先条件。他比任何人清楚英国当时的所面临的挑战：缺乏核心政策破坏资源协调，并且延迟英国家的反应。
· 他对技术非常了解，清楚技术的应用和所带来可见的用处。 例如，1915年他任海军大臣时，他就倡议设计坦克。 在1938年，他支持雷达的发展。虽然他会参与技术讨论，但他往往将决定权留给可信赖的海军上尉们-----他相信他们可以做好这项工作。
· 他了解人们的行为，围绕着如何激发他的团队。在1940年，沟通管理是他的策略基石，通过多方向地沟通（包括内阁，政府，人民群众），消除异议。
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.