IT Strategy资讯科技策略

The role of the IT project manager (PM) is being re defined. 的作用， IT项目经理（下午）正在重新界定。 In addition to making sure the project is progressing as planned, in today’s environment the PM needs to be good in 2 more areas 此外，为了确保该项目进展计划，在今天的环境时的需要，要善于在2以上的地区

1. Effectively manage resource s and customers that are mobile and globally located 有效地管理资源S和客户是流动和全球范围内，位于
2. Understand the business and marketing strategy of the customer because in this competitive landscape the project scope can change or become irrelevant quickly. 了解企业和营销策略的客户，因为在这个竞争的景观工程范围能够改变或变得无关紧要迅速。

In a tradition al sense, a PM takes on the task , breaks it into sub tasks and delegate s it to the right resource s, assign s timelines and meticulously monitor s the progress. 在一个传统基地意义上说， 1时需对工作，休息，它变成小组的任务和代表s它的权利，资源s ， s的转让时限和认真监察¢在进步。 Project s generally in the past had a long lead time and all the resources and customers were located locally making it easy for the PM to focus only on a well developed project management process to achieve his objective. 项目s一般在过去很长的筹备时间和所有的资源和客户均位于当地变得更容易为下午一时至只集中于一个发展完善的项目管理过程，以达到他的目的。 ‘Waterfall’ project planning methodology with initial requirement gathering session and then dedicating session to design and develop software application usually worked well in the past. '瀑布'项目规划的方法与最初的要求，收集会议，然后，无私奉献，会议的设计和开发应用软件，通常运作良好，在过去的。

But, over the past few years the complexity of the project management has dramatically increased. 但是，在过去几年的复杂程度，项目管理已大大增加。 The life time of business cycle is dropping fast. 生命的时间是商业周期的快速下降。 The large organizations do not have the luxury of slowly adapting to the changing customer needs. 大组织不具备奢侈慢慢适应不断变化的客户需求。 The business processes have to re-engineer so as to support fast decision making and execution of strategy. 业务流程有重整等，以支持快速的决策和执行策略。 Business processes now need to be ‘agile’ to adapt to changing competitive landscape. 业务流程，现在需要'敏捷' ，以适应不断变化的竞争格局。 Technological changes have accelerated globalization and have intensified competition and the organizations need to be nimble and agile. 技术的变化，加速了全球化，并有加剧的竞争和组织必须灵活和敏捷。 The organization’s product, priorities are constantly shifting to take advantage of emerging trends and customer preferences. 该组织的产品，优先次序不断变化，以利用新出现的趋势和顾客的喜好。 M&A and LBO act as a constant threat for the survival of the organization. M ＆ A和lbo作为不断受到威胁，为生存组织。

Because of the above mentioned changes, the IT Project Manager needs to possess two additional skills: 由于上述变化， IT项目经理需要具备两个附加技能：

1. Demonstrate Cultural Intelligence : This is Emotional Intelligence in the global cultural context. In a globally connected world projects are no longer constrained to a single location. 展示文化情报 ：这是情绪智力在全球的文化背景，在全球网络相连的世界项目，不再限制在一个单一的位置。 Neither are customers located in a single location. Since, the resources and customers are now globally located, the IT PM needs to build ‘relationship’ with the development resource as well as customers across several time zones. 也不是顾客设在一个单一的位置。以来，资源和客户现在位于全球，它时，需要建立'关系'与发展的资源，以及客户横跨几个时区。 To be globally competitive, a PM also needs to put on a learning hat to acquire knowledge and skills to understand unique culture of diverse individuals in the context of region, religion, ethnicity and country. Thought English is the lingua franca of the global IT development, people in different regions have differing level of comfort with English. A successful PM needs to recognize that and continuously ferret out the right and consistent message. 要具有全球竞争力，一分也需要提上一个学习的帽子，获得的知识和技能，了解独特的文化，不同的个人语境中的地区，宗教，种族和国家。思想，英语是通用语言的全球资讯科技发展，人们在不同地区有不同的舒适程度与英语。 成功时需要认识到，不断挖出那些权利和一致的讯息。
2. Understand Business Strategy : Because of need for agility of organization, PM now does not have the luxury of being in seclusion and work on a project for few months at a given time. 了解商业策略 ：由于需要敏捷性组织，下午现在不具备奢侈品被在隐居和工作的一个项目，几个月在某一特定的时间。 The IT PM needs to understand the customer’s business strategy and challenge any project scope that is not in alignment with that strategy. 资讯科技时需要了解客户的业务战略和挑战任何项目的范围，这不是在路线与策略。 IT PM should be in tune with changing marketing/business strategy to make sure that the project is still relevant to the customers. 它时，应在符合不断变化的市场营销/业务策略，以确保该项目仍是有关的顾客。 The project management processes need to be agile to enable fast changing customer priorities. 项目管理过程中需要加以敏捷，使瞬息万变的客户的优先次序。 The PM needs the influencing and negotiation skill s for forced prioritization to solve the major business problem s in a short development cycle. 下午的需要，影响和谈判技巧，保安局被迫的优先次序，以解决主要业务问题， S在一研制周期短。

In my view, IT Project Managers who masters these additional skill set are going to be in great demand in near future. 我认为，项目经理，谁的主人，这些额外的技能将会在很大的需求，在不久的将来。

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