【项目管理英文】项目必经的4个管理阶段今天分享的是项目管理英文

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项目必经的4个管理阶段

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项目管理

必经的4个管理阶段

写在正文之前

If you’re just starting your project management career, you could be looking for a simple way to you handle your projects. The entire process might look overwhelming at first, but if you pass through a sequence of basic steps, you’ll be able to complete your work in time and within the set budget without much hassle.

假如你刚开始从事项目管理的工作，你也许在寻找某种简单的方法来处理项目。整个流程起先可能看起来让人倍感压力，不过如果你经历过一系列的基本步骤，那么，你将得以准时且几无悬念在项目预算之内完成工作。

To make your work easier, we’ve structured the entire project management process into 4 easy-to-understand stages that can help you successfully take a project from beginning to its completion.

为了让工作变得更加简单一些，我们将整个项目管理流程制定为4个容易理解的阶段，用以帮助你成功接手项目，从项目开始到完成项目。

概念阶段

The first part of a project consists of finding and drafting a list of the client’s necessities. Then, you’ll evaluate your available resources to find out what else you’d need to complete the project. You might want to also determine how significant the project is for your company’s project portfolio.

项目管理的第一阶段，包括寻找和起草一份客户的需求清单。之后，要评估可用的资源，以找出完成该项目还需要的其他方面的资源，此外，你可能还需要确定该项目对公司的项目投资组合的重要性。

Being a project manager, you have the duty to hold an initial meeting with your clients to see exactly what they need from the final product. This is crucial for the project’s success. Knowing what they want to achieve can help you avoid arguments or problems during the project’s development.

作为项目经理，你有责任与客户进行首次会面，以准确地了解客户对最终产品的需求，这一点对于项目的成功非常重要。了解客户想要达成的目标，可以帮助你避免在项目开发中的出现争论或者问题。

Write down everything you discuss with a client. Any decision or change that you make will need to be communicated prior to its execution. To keep all these in check, larger projects that involve several processes and departments will need a formal document that contains all project details so nothing’s left out.

请写下与客户讨论的每一件事。你所做出的任何决定或者变更，都需要在执行之前进行沟通。为了确保一切受控，涉及到多个流程和部门的较大的项目，都需要一份包含项目所有细节的正式文件，如此，就不会有任何的遗漏。

规划阶段

This phase is dedicated to writing down all the details about the duties that must be completed, from a project’s first task to its completion. You can create an exact plan only after talking to your client. A clearly-written plan ensures that your employees won’t encounter any difficulties in understanding assignments while completing their duties. Otherwise, errors could cause uncertainty and delay the project’s milestones.

在这一阶段，要专门写下所有必须完成的工作细节，从项目的首个任务到项目完成为止。只有在与客户进行交谈之后，你才能制定出一个精确的计划。清晰的书面计划，将确保员工在完成任务时不会遇到任何的困难。否则，错误将可能为项目带来不确定性，并将项目的里程碑推迟。

This is also the stage when you choose your team members and assign their roles. Project plans are commonly generated during a kickoff meeting with your co-workers. They should show teams how to reach their objectives and get them ready to face any obstacle. While the client’s specifications must be met, you should also consider what the team’s opinion is on your plan.

这也是选择项目团队成员，并分配他们的角色的阶段。项目计划，通常是与同事在启动会议上所产生的。他们应该告诉团队如何达到目标，并让他们做好面对困难的准备。在满足客户规范的同时，也应该考虑以下团队对项目规划的意见。

Compared to the previous stage, planning is much more than just making rational assumptions on what will or not. You now have to make actual decisions that you’ll put into practice.

与前一个阶段（概念阶段）相比，规划阶段不仅仅是对是否愿意做出合理的假设，你得做出付诸实施的实际的决定。

What else should you think of? Creating a communications plan to keep your team in touch with the client, researching risks before they can postpone your project, setting the schedule and budget then approving it, and deciding which methods, project management tools, or other similar tools you can use is mandatory when you’re outlining a project.

那么，你还得考虑什么呢？构建一个让团队与客户保持联系的沟通计划，在风险延误项目之前，一定要去研究风险，设定项目进度和预算，并进行批准，然后，要在项目概述时决定要使用哪些方法、项目管理工具或者其他类似的工具。

Finally, get your client’s approval. As the main stakeholder, a client should be aware of everything that goes on during assignments, including the resources you allocate and who’ll be in charge of completing all activities. Put as much effort as you can into creating a detailed plan to avoid additional issues.

最后，要得到客户的认可。作为主要的利益相关者，客户应该知道在项目分配期间所发生的所有的事宜，包括资源分配，以及谁将对完成所有的项目活动负责。要尽可能地尝试去制定一个详细的计划，以此来避免其他的问题。

开发与控制阶段

Moving on to the most important phase of any project. This is used to prepare project deliverables, monitor how your team completes all tasks, and if they come across any hurdles.

现在，我们开始进入到了项目最重要的阶段-开发与控制阶段。这个阶段，是为项目可交付成果而做准备的，要监督团队成员如何完成任务，以及在完成任务中是否遇到了困难。

You will now get to work on activities that will all add up to complete a full project management process according to your previously created plans. Avoiding mistakes now is more imperative than ever. Project managers will need to supervise their team to keep them motivated and productive.

现在，你将开始工作，这些工作将依照之前构建的计划进行，将为完成整个项目添砖加瓦。现在，避免错误要比以往任何时间都要更加迫切，项目经理需要监督团队，以让团队成员保持积极性和高效率。

You can also send periodical reports to update clients on the project’s status and allow them to suggest any changes to improve the results. Have one person oversee the team’s evolution but make sure that everyone in the group is accountable for their own work.

当然，你还可以就项目状态向客户提供最新的信息，并允许他们提出改进建议，以期改善结果。是的，的确需要让一个人来监督团队按照项目计划实施的行动，不过一定要确保团队中的所有成员都要对自己的工作负责。

Time and budget management is also essential. You should make sure that the most important tasks are finalized in time to avoid derailing the entire project. Also, keep some money aside for emergency situations such as an unexpected risk to prevent it from harming the project’s development.

时间和预算管理，也是必不可少的。你应该确保最重要的任务能够得以及时完成，以避免整个项目脱轨。此外，要留出一些资金，以防出现紧急情况，比如意外风险，以防止紧急情况损害到项目的开发。

To keep quality in check, employ an expert in quality assurance. This person can pinpoint any quality issues or lacking features that will need improvement to match the client requirements. It’s the project managers though who make sure that all things are working accordingly. They keep the project under control and fix snags and bugs on their own or by assigning co-workers.

为了确保质量受控，请聘请一位质量保证方面的专家。这位质量保证专家，可以准确地指出所有质量问题和需要做出改进的内容上的不足，以此来匹配客户需求。项目经理，要确保所有的事情都能正常进行。项目经理要让项目受控，并通过自行解决或者指派同事来处理困难与漏洞。

交接和收尾阶段

As the last step, you’ll need to close all client and supplier contracts. To make sure you’ve covered everything, create a checklist of everything you need to go through before sending the last results. To make sure you don’t miss out on anything, don’t rush when going through this last step.

交接和收尾阶段，作为项目管理工作的最后一步，需要你对所有的客户和供应商项目合同进行收尾。为了确保已经覆盖到所有事宜，在发出最终的结果之前，你需要创建一个需要完成的所有事项的清单。为了确保没有任何遗漏，在完成最后一步时，一定不要匆匆忙忙。

Before celebrating the effective end of a project, gather your team to debate what you did well, what didn’t turn out as expected, and what you’ll improve for future ventures. Create an official paper that contains all the gathered project data you can use in the future. Remember that you can close a project only after the client’s product has been accepted and no additional reviews have been demanded.

在庆祝项目实际结束之前，要召集团队来讨论什么地方做的好，什么地方没有达到预期，以及后续做什么对未来风险予以改进。创建一份正式的文件，其中要包括可以在将来使用的所有收集到的项目数据。要记住，只有客户的产品已经被接受，并且没有额外的评审要求，你才能关闭某个项目。

Keep in mind that the team’s capability and motivation to efficiently end a project is more meaningful than any plan you’ve ever put on paper.

请记住，团队的才能和积极性，对于高效地结束某一个项目，比纸面上的任何计划都要更加重要。

Try to use these steps for your next project. See how you can comply with a client’s general standards and reach your business goals faster, keeping errors at a minimum.

试着为接下来的项目使用以上这些步骤吧。要了解如何遵守客户的一般标准，更快达成业务上的目标，并把错误保持在最低水平。