Dear colleagues：
亲爱的国际公司同事们：
“In today’s complex business environment we must find new ways to reduce costs, shorten schedules, increase productivity and build our bottom line. Managing diverse international projects means we have to get along with local staff, manage new-found resources, understand our Clients’ objectives and communicate with each other as never before.
在当今复杂的商业环境下，我们必须寻找新的方式来降低成本、加快进度、提高生产效率和建立我们的成本底线。管理各式各样的国际工程意味着我们必须学会与当地员工相处，管理新增资源，明确客户的目标并且团队中互相之间的沟通交流要做到前所未有的地步。
To assist in this quest, CRCE has introduced a support level PMO (Project Management Office) in its head office and throughout its entire organization. With its success, CRCE is planning higher levels of PMO (Project Management Office) to ensure it operates according to internationally accepted project management principles and reaps the benefits in the world-wide marketplace.
为了探寻上述提及目标的实现之道，中铁建工国际公司首先在机关总部新成立了一个支持性的部门——项目管理办公室。基于机关项目管理办公室建立的成功经验，国际公司正在计划建立更高层次的项目管理办公室，以确保项目管理按照国际通用原则来执行，为公司在全球市场赢得效益。
As the PMO takes shape, it will provide our organization with an infrastructure of people, procedures, and tools that will help us achieve more effective project management. It will allow us to better lever our project management standards, allocate local resources and establish consistent performance measures, thereby streamlining all our efforts.
项目管理办公室初具雏形后，将为公司提供人员、流程和工具等基础硬件设施，以帮助我们实现更有效的项目管理。同时项目管理办公室将提高公司的项目管理标准，配置当地资源以及制定统一的绩效评估政策，从而使项目管理达到最高效，形成流水式施工管理。
Digging deeper then, what are the benefits of PMO? First, the PMO provides a framework for consistently managing projects through CRCE’s standard methodology while ensuring everyone is aligned with our Clients’ goals and strategies. Secondly, it gives our Project Managers clear lines of responsibility while coordinating people, processes, and tools. Standardization and repeatability afford us better communication, reduced project cost and schedule, improved resource management, more accountability, improved quality, better forecasting and less overhead.
继续深挖项目管理办公室的意义，有哪些方面呢？第一，项目管理办公室通过为国际公司设立标准，提供了从前到后一整套的项目管理的架构，同时确保了公司全体员工对客户目标的明确和对客户战略的贯彻落实。第二，它也让我们的项目经理清晰地认识到在项目管理过程中协调人员、工艺和设备工具时所需承担的责任。标准作业和可重复性帮助我们更好地进行内部沟通，降低项目成本，加快工程进度，促进资源管理，职责更明确，质量进一步提高，更好地对项目进行预测的同时减少管理费用。
The steps to build an effective PMO are as follows:
以下内容为建立一个有效的项目管理办公室需要采取的步骤：
1. Having Effective Management Support.
1. 管理层提供有效的支持
Successful PMO leadership requires full understanding that organizational change management (OCM) is a significant shift in organizational culture as well as the potential change for each staffing role and responsibility. Regardless of the time it takes, fundamental OCM is the foundation upon which every successful PMO is built. As with any shift in organizational structure, policy, or procedure, there must be justification for the changes in terms of cost benefit and return on investment (ROI).
项目管理办公室对项目管理成功的指导必须基于管理层对组织变更管理的深刻认识，组织变更管理会使组织文化发生重大变化，并且有潜在可能使公司各岗位的角色和责任有所转变。虽然所要花费的时间较长，但功能性组织变更管理是项目管理办公室成功建立的基石。每一次对组织架构、政策或流程进行变更时，都要明确这些变更在成本效益和投资回报上是否符合公司的利益。
2. Determine the Structure and Build the Team
2. 确定架构和成立团队
The next step in building a PMO is to build the structure and develop the team. The main things considered in establishing the structure are availability of resources, existing project management standards and methodologies, current roles and responsibilities, the strengths and weaknesses of the organization, project size and volume and current project management. A major consideration for the project business is how to build PMO the best way so it can manage the critical interfaces between engineering, procurement and construction.
建立项目管理办公室的下一步是建立组织架构并开发团队。建立组织架构时最主要考虑的事项包括资源的可用性、现有的项目管理标准和方法、各岗位的角色和职责、组织的优势和劣势、项目体量和现存的项目管理状况。经营项目时主要需思考的是如何以最完善的方式建立项目管理办公室，以达到同时有效管理设计、采购、施工三个关键界面的目的。
3. Develop and Document Standard Guidelines
3. 编制标准指导手册并存档
Once the structure and team members have been determined, it becomes time to develop and document the PMO standards, practices and methodologies (guidelines) for project management. These standards will allow for consistency across the organization and CRCE’s portfolio of all projects. They will also comprise a large portion of the training that projects managers and staff will receive in the next step. Standardization is an important part of allowing an organization to compare various projects and
allocate resources where and when they are necessary.
组织架构和团队成员确定后，项目管理办公室下一步要做的是制定项目管理的标准、实践和方法（详见《项目管理指导手册》）。这些标准将得到整个国际公司各级领导及所有项目管理者的贯彻落实。这些标准的落实也意味着下一阶段要对项目经理和员工进行大范围的培训。标准化作业是允许一个组织对不同项目进行比较，按照需求日期和地点进行资源的合理配置的一个重要前提条件。
4. Identify Skills and Train the Staff
4. 划分技能等级和培训员工
After the development of the project management guidelines is complete, the PMO must identify the proficiency levels and support the skill sets of its project managers and staff in order to optimize its training. In any PMO it is inevitable that staff members and project teams will come and go and organizational standards will change and evolve. CRCE’s training program will ensure that all new employees receive training on the same standards and existing employees will remain aware of any changes.
项目管理指导手册的编写完成之后，项目管理办公室必须对项目经理和员工技术熟练程度进行划分，并且根据项目经理和员工安排已有技能安排有针对性的培训课程，以使培训效果最大化。在任何项目管理办公室都不能避免项目成员和团队有人员流动的情况发生，并且组织结构的标准会随着项目进展不断提高。CRCE的培训计划将确保所有新员工受到同样标准的培训，并且资历更深的员工了解这些变更。
5. Measure Success and Continuously Improve
5. 检测项目管理实施效果和持续改进
After training, the focus of the PMO shifts to assessing and measuring success. At this point, progress and performance reporting will be based on standardized tools, templates and methodologies. It also marks the beginning of a continuous improvement and the transition from PMO deployment to operational sustainment. As the PMO evolves, project team members will be aware of the metrics by which their projects are measured. There will be ways to improve and there will be a concerted effort to be more successful.
培训结束后，项目管理办公室的工作重点将转移到评估和测量前期工作的成效。此时将按照标准化的工具、模板和方法进行项目进度和进展报告。这也标志着持续改进的开始，并且项目管理办公室的工作重点将从工作部署转向运维工作。在项目管理办公室发展的过程中项目团队成员也要关注运用何种标准对项目进行绩效测量。项目管理可以持续改进，在大家的齐心协力下共同完成。
To summarize,CRCE’s PMO will facilitate the management of all projects through consistent and repeatable standards and methodologies. This will bring many benefits. Most important it will complement our existing structure and it will make us better prepared to deliver each and every project.”
总而言之，CRCE项目管理办公室将通过制定从始至终的具有可重复性的标准和方法促进所有项目的管理，这将为公司带来巨大的效益。最重要的是，项目管理办公室将对我们现存的架构进行补充，为完成每一个项目做更充足的准备。
文：Paul Haviland
翻译：王皓淳
