智利项目管理实例

Game on!

博弈！

backed with aggressive project management standards, Chile’s government rises to the challenge of building four new soccer stadiums in less than a year.

在项目管理标准的积极支持下，智利政府完成在不到一年内建设四个新的足球场的挑战。

Background

When democracy returned to Chile in 1990, sustained growth and the development of the country demanded the overhaul of a decaying public infrastructure. Chile’s Ministry of Public Infrastructure (Ministrerio de Obras Publicas, or MOP,) responded by making substantial internal changes, including the adoption of a new model favoring private concessions and a closer working relationship with local city governments,which allowed a major upgrade of Chile’s airports, seaports, roads,water systems and public buildings. Led by President Michelle Bachelet and backed by the government’s goal to attract major sporting events – and improve the country’s infrastructure in the process – Chile won the right to host the 2008 Federation Internationale de Football Association (FIFA) Under-20 Women’s World Cup.Deemed a “national” project sponsored by the Presidency of the Republic, this initiative had presidential priority, and its results were highly anticipated by Chile’s residents.

背景

当1990年智利恢复民主制，国家的持续发展和增长带动了对陈旧公共基础设施的改革。智利外交部的公共基础设施部（Ministrerio de Obras Publicas或称MOP）的通过进行重大的内部变更来应对，其中包括采用一个新的模型有利于私营的优惠，以及当地市政府更密切的工作关系，这通过了一个对包括智利的机场，港口，道路，供水系统和公共建筑在内的重大升级。在总统米歇尔.巴切莱特的大力支持下，政府的目标是吸引重大体育赛事，并在此过程中改善国家的基础设施- 智利获得了2008年国际足球联合会（国际足联）的青年女子世界杯的主办权.可以认为这是一个受到共和国总统支持的”国家”级项目，这一倡议有最高优先权，智利人对其结果又很高期望。

Challenges

Four cities – Temuco, La Florida,Coquimbo and Chillan – were selected as potential host venues in an open-bid process for FIFA. There was just one problem; none of the cities had soccer stadiums that complied with FIFA’s strict regulations. And they had less than a year to produce them.This involved an unprecedented challenge: building four stadiums,from the ground to the sky, in only nine months’ time.

 

Another challenge: though the return of democracy led to a substantial growth in investment funds and a project portfolio ten times larger than it was before, the quantity of people available to plan and execute these projects did not change. So the MOP now had a far higher number of complex projects with very aggressive deadlines, but very limited experienced and certified project managers with which to accomplish these high-profile projects. The need to strengthen Chile’s human capital to improve the efficiency of its projects was paramount.

挑战

 

四个城市-特木科，香格里拉佛罗里达州，科金博和奇廉-在国际足联在公开的投标中被选中作为备选主赛场。只是有一个问题，这些城市都没有达到国际足联规定规格的足球场。只有不到一年的时间去建造它们。这是前所未有的挑战：在9个月的时间里，拔地而起的建造四个大型足球场。

另一个挑战是：由于恢复了民主而导致投资资金大幅增长，以及项目集合比它之前大十倍，但可用于规划和执行这些项目的人力并没有相应改变。因此，MOP的这个项目集合具有超高风险的完工期且超高复杂度。除此之外，有限的有经验且获得认证的项目经理一起合作完成这些高知名度的项目集合。必须加强智利的人力投入以提高其项目的效率是至关重要的。

Solution

Chile’s MOP quickly realized that they would not be able to build four stadiums in nine months using the informal, decentralized methods of planning, managing, and executing projects that had used for projects in the past. The associated timelines, costs, and requirements were too complex to use outmoded project management principles and practices. MOP had to modernize with new techniques and practices. By adopting standards from the Project Management Institute (PMI) the MOB was able to implement the structure it needed.

解决方案

智利的MOP很快意识到，他们将无法在九个月内使用过去项目中那些非正规且分散的模式来管理和实施四个场馆建设。对于过时项目管理原则和做法来说相关的时间表，成本和要求过于复杂。MOP不得不使用新的现代化技术和做法。通过采用由美国项目管理学会标准（PMI）的MOB（是不是应该是MBO啊）能够实现它所需要的建筑。

 

Kick-Off

MOP traveled far and wide, including to Spain and Mexico, to find new ideas and ways of thinking to maximize the value of its projects and the performance of its teams. On its journey, it met with PMI leaders and learned that the MOP’s project management office (PMO), which was already in place, had to be elevated to a strategic role within of the organization, prioritized above operational services and closely aligned with the MOP’s strategic goals. In 2006, Victor Orellana,executive secretary of the project management committee for the MOP, attended PMI’s global congress in Santiago, Chile. During the three-day event, by learning about PMI’s standards, the agency found exactly what it needed to implement at the MOP.Soon after, it partnered with PMI Santiago de Chile chapter to develop what it called the GIP model, Gestión Integrada de Proyectos, or integrated project management. The approach was composed of the following: