新常态对战略管理和项目计划管理的影响

Hiroshi Tanaka
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引用次数: 0

摘要

根据亨利·明茨伯格、劳伦斯·弗里德曼等人的代表性战略理论,战略是在不确定条件下实现一个或多个长期或总体目标的总体计划;战略包括设定目标和优先级,确定实现目标的行动,以及调动资源来执行行动。战略可分为两类:1)计划战略,如从公司使命宣言中衍生出来的战略;2)差异化战略,在竞争激烈的市场中竞争;3)应急战略,使企业能够适应生态系统的变化。作为项目管理研究的一部分,本文着重于第3类战略,并分析了这类战略管理(通常使用项目、计划和投资组合管理(PPPM)作为其实施工具)正在或将受到新常态的影响。新常态包括以下因素:世界的VUCA特征;科技、经济和社会的颠覆;气候变化;绿色经济;流行病:一连串的流行病或流行病;以及数字化转型。这些因素要求敏捷的观点,定位和规划应急战略和更新的方式战略是通过战略管理和PPPM沿着明茨伯格理论交付。本文在考察新常态因素对应急战略影响的基础上,提出了新常态下企业敏捷性要素的概念框架,并简要讨论了应用项目管理实现的敏捷性要素,以及作者应对中断的方法和学习态度。敏捷性元素分为中期企业计划中的敏捷性、企业敏捷性推动者、按项目进行的敏捷业务开发以及适应敏捷性的项目管理。最后,对新常态下的项目和项目管理模式提出了展望。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
IMPACT OF THE NEW NORMALITY ON STRATEGIC MANAGEMENT AND PROJECT & PROGRAM MANAGEMENT
According to representative theories on strategy by Henry Mintzberg, Lawrence Freedman, et al. strategy is a general plan to achieve one or more long-term or overall goals under conditions of uncertainty; strategy involves setting goals and priorities, determining actions to achieve the goals, and mobilizing resources to execute the actions. Strategy can be classified into 1) planned strategy, e. g. strategy derived from a corporation’s mission statement; 2) differentiation strategy to compete in the competitive marketplace; and 3) contingent strategy to empower a corporation to get adapted to ecosystem changes. Being a part of project management studies, this article focuses on type 3) strategy and analyzes how the strategic management in this category, usually conducted by using project, program and portfolio management (PPPM) as its vehicle of implementation, is being affected or will be affected by the new normality. The new normality includes factors such as the VUCA characters of the world; disruption in technology, economy and society; climate change; green economy; a chain of epidemics or pandemics; and digital transformation. These factors mandate agile perspectives, positioning and planning of contingent strategy and updated ways strategies are delivered by way of strategic management and PPPM along the Mintzberg theory. This paper, after examining the impact of the new normality factors on contingent strategy, proposes a conceptual framework of and concise discussions on agility elements of corporate enterprises under the new normality which are realized by applied project management, and the author’s methodologies and learning attitude to cope with disruption. The agility elements are grouped into agility in mid-term corporate planning, corporate agility enablers, agile business development by projects, and project management adaptive to agility. In the conclusion, the author’s outlook on project and project management models in the new normality is offered.
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