【项目管理英文】项目团队面临的10大常见问题今天分享的是项目管理英文

今天分享的是项目管理英文，主题是：项目团队面临的10大常见问题。作者是 Mandy Flint 中文为浦亮元翻译觉得有用，欢迎分享！加外语群/提供建议/英文简历翻译/广告推广，请联系微信puliangyuan。

项目团队面对的10大常见问题

The busyness of a project manager’s day-to-day business means problems are often brushed aside with the hope that they will just disappear – which they rarely do.

项目经理的日常事务繁忙，意味着：往往会忽视问题，并希望它们会消失-实际上，问题消失的情况确实非常少。

Be proactive instead. Address any issues and create a successful project team. Here we list some of the most common problems that project teams face. By confronting these – and therefore improving project outcomes – you can boost your own career, while working better together benefits everyone on the team.

与之相反，你需要积极主动。我们要解决问题，并创建成功的项目团队。以下列出了项目团队面临的一些最常见的问题。通过面对这些问题，对项目结果予以改善，进而让事业得以更好的发展，同时，一起更好的工作则对团队中的每一个人都有益。

缺乏信任

Trust is crucial to teamwork, and it starts with people knowing each other. Team members absolutely need to be acquainted, both professionally and personally, particularly in projects where tensions will run high at some point. Otherwise members won’t understand each other, they won’t want to engage because they haven’t made that human connection and they won’t fully trust each other.

信任，对于团队工作相当重要，其往往从人员互相认识开始。无论在专业层面，还是在个人层面，项目团队成员都肯定需要相互了解，尤其是在某个时刻闹得不可开交的时候。否则，项目团队成员们不会互相理解，他们并不想参与进来，因为，他们之间没有建立起人际关系，他们也不会完全信任对方。

冲突与紧张

Conflict or a difference of opinion can be healthy and, if carefully managed, can trigger useful debates. It can make people think differently, expanding knowledge and insight; innovation can happen and results flourish. Different opinions are not a bad thing. It’s how we handle the conflict that makes a difference.

如果加以认真管理的话，冲突或者意见分歧则可能会是健康的，可能会引发有用的辩论，让人们从不同的维度进行思考，拓展知识和见识；创新能够出现，进而引人注意。拥有不同的观点，并不是什么坏事，而我们如何处理冲则会产生不同的影响。

不共享信息

Knowledge is not power – unless it’s shared. Project team members all bring a unique set of skills, knowledge, experience and wisdom to the table. Effective project teams fearlessly share regularly and generously for the benefit of everyone and for the benefit of the project’s success. This makes the capability of the whole team grow and gives the team more power.

如果知识不被共享，那么它就不是力量。在台面上，项目团队成员带来了一系列的技巧、知识、经验以及智慧。为了每个人的切身利益和项目成功，高效的项目团队会定期、慷慨地共享信息。这会让整个团队的能力得以增强，并赋予团队更多的权力。

敬业度低

Team engagement is crucial to business success. If engaged, team members on a given project will be interested in what they do, committed to the project mission and willing to go the extra mile. They are there in body as well as mentally and emotionally. The key to engagement is involvement – by involving others you make it impossible to stay detached.

团队参与，是企业成功的关键。如果团队参与，某个特定项目团队的成员会对自己所做的事情感兴趣，致力于项目使命，并愿意付出额外的努力。无论是身体上，还是精神上，还是情感上，项目团队成员都参与到了项目当中。敬业度的关键是参与-通过让其他人参与，让自己停在孤立的层面成为不可能。

缺乏透明度

Without transparency, trust will suffer – both within the project team and with the end client. Transparency is becoming the presumed norm in project and programme management and expectations are growing. It starts at the top: the more senior you are, the more responsibility you have to be a role model for this. Employees will follow the leader’s behaviours, good or bad. When this is done well it can have a positive cascade effect throughout the organisation.

如果没有透明度，项目团队与终端客户的信任都会受到影响。透明度，已经成为项目、项目管理，以及增长的期望值这三者中的公认准则。透明度从最高级开始：级别越好，就越有责任成为这方面的榜样。无论好坏，员工都会跟随领导的行为。如果做得好，可以在整个组织中产生积极的连锁效应。

没有长远的思考

Project managers have to get beyond day-to-day urgencies, see the big picture and consider how all parts of the project fit together. For a project team, this means being able to think beyond your own area, about how you fit into the wider change programme or project and how you impact the end client’s experience. This is about business sustainability and long-term success. Everyone is busy, but just being busy is not enough. Long-term project success requires long-term thinking.

项目经理必须从日常的紧急情况中脱身，查看大局，并思考项目的各个部分是如何结合在一起的。对于项目团队来说，这意味着能够从自己所在的领域之外进行思考，你如何适应更广泛的变更计划或者项目，以及如何影响终端客户的体验。这是关于企业的可持续性与长久的成功。每个人都很忙，不过单单忙是不够的。长期的项目成功，需要长远的思考。

观念差，不交付

A project team has a brand, an image and a reputation created by the actions and behaviours of the team members. A large part of the perception is driven by how well the team delivers on expectations and promises made. As a project team, you need to make sure that everyone understands and takes responsibility for their roles in creating the perception of the team. This includes both what is delivered on the project and how it is delivered.

项目团队的品牌、形象和声誉，是由团队成员的行动和行为所缔造的。大部分的感知，是由团队如何期望和承诺上的交付来驱动的。项目团队需要确保每个人都理解，并让每个人都负责承担他们在创造团队观念上的职责。这既包括交付的项目内容，也包括项目的交付方式。

糟糕的变更管理

Change is constant and unless carefully managed, it can be detrimental to teamwork and results. Change starts and ends with communication. Whenever you think you’ve communicated enough, you need to communicate some more – and it needs to be interactive: listen, talk and involve. Be aware of the change curve, or the four predictable stages of change: denial/resistance, emotional, hopeful, commitment. Each stage is needed, but how long someone stays at each stage can be managed and kept to a minimum.

变更是永恒的。除非仔细管理，否则，变更会损害到团队合作和结果。变更开始于交流，也终结于交流。无论何时，一旦你认为沟通已经足够了，那么，你还需要更多的沟通。沟通，需要互动：倾听、对话与参与。要知道变化曲线，或四个可预测的变化阶段：否认/抵制、情绪化、满怀希望，以及履行承诺。每个阶段都是需要的，但是每个人在各个阶段停留多长时间，可以管理与保持最低的限度。

单打独斗的工作

Silo working is a reality for many project teams. Team members may sit side by side but not really work together. A great project team can be like the three musketeers – all for one and one for all. So if you are in a team, you may as well really be in it. Working together in earnest is about making the most of the fact that you are a team. Honour your time and efforts by seeing yourself as a full-time member of the team, not just an individual contributor. Imagine how great it would feel to be part of a team where everyone is thinking of the team and not just themselves – make that project a success by working together.

单打独斗的工作，对于许多项目团队来说都是客观存在的。团队成员可以并肩坐在一起，不过却不能真正的合作。伟大的项目团队，就像三个火枪手一样-人人为我，我为人人。所以，如果你在团队中，你可能真的需要参与到团队中。真诚合作，是为了充分利用你们是一个团队的事实。请尊重自己的时间和精力，把自己看成是团队的专职一员，而不是单独的贡献者。请想象一下，每个人都感觉自己是团队的一员，每个人为团队考虑，而不仅仅是为自己考虑，这样的感觉是不是很棒？

团队成员的方向不一致

To walk in the same direction, a team needs to know where it is going or what it is contributing to (vision) and why (purpose). Spend time on this with your team. This clarity provides a framework and ‘reason to be’ that can rally any given project team to work together. Keep in mind that visions need to be compelling and purposes meaningful. People respond to the importance of both.

为了向同一个方向前进，团队需要知道团队的方向在哪里，或者贡献是什么（愿景）以及为什么（目的）。请花点时间，与团队呆在一起。这种清晰性，提供了一个框架和可以激励任何给定的项目团队一起工作的“理由”。请牢记：愿景，需要扣人心弦；目标，需要有充满意义。人们对愿景与目标的重要性都有会做出响应。

If you want to create a great project team, pay particular attention to behaviours. How we behave has an impact on others and affects how they behave. It’s when we change our behaviours that we can achieve transformational change.

如果想要创建很棒的项目团队，就要特别去关注行为。我们的行为会影响到他人，并影响到对方的行为。这正是我们改变自己的行为，实现变革性的变更时刻！