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Project start-up phase: the weakest link

机译:项目启动阶段:最薄弱的环节

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摘要

A project is normally undertaken to produce a product or facility that has been deemed necessary to satisfy a need. Within the total life cycle of a project, from start to finish, the period that often receives less than the attention and effort it deserves is the initial start-up phase. The start-up or concept phase is defined as that period prior to identifying that a project exists, and before the allocation of substantial funds, and when all options including the no-go option have been investigated. Yet it is during this phase when decisions are taken that can have maximum impact on the outcomes during the later phases of a project. Should appropriate problem solving and decision making be neglected in the early stages (a stage being part of a phase) of a project then the very reasons for creating the final product for which the project was initiated would be highly questionable. In this paper the normal decision-making process is examined for completeness and in particular with regard to how obtaining value should be integrated within the start-up process. Value here is defined as the maximisation of project functionality while concurrently minimising the total life-cycle cost. The pgper concludes with the author's recent experiential view of a practical guide that all clients, sponsors, project managers, and other project stakeholders should consider as the process and the associated deliverables for the start-up phase for capital works projects.
机译:通常会进行一个项目来生产被认为满足需求所必需的产品或设施。在项目的整个生命周期中,从开始到完成,通常所获得的注意力和精力不足的时期是初始启动阶段。启动阶段或概念阶段定义为在确定项目存在之前,分配大量资金之前以及所有选项(包括“不行”选项)都已经过调查的时期。然而,正是在这个阶段,做出决定才能在项目的后期阶段对结果产生最大的影响。如果在项目的早期阶段(阶段是阶段的一部分)中忽略了适当的问题解决和决策,那么创建启动该项目的最终产品的真正原因将非常值得怀疑。在本文中,对正常决策过程的完整性进行了检查,尤其是关于如何在启动过程中整合价值获取方面。此处的值定义为最大化项目功能,同时最小化总生命周期成本。 pgper总结了作者对实用指南的最新经验观点,所有客户,发起人,项目经理和其他项目涉众应将其视为基本工程项目启动阶段的过程和相关交付成果。

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