上期我提到我们通常假设项目大体上都是相同的,但我接着又表明不同的项目可能存在差异,对不同项目的成功可能使用不同的判断方法,成功地管理它们所需要的能力特征也不同。同样我们也常常假设项目管理本身大体上是相同的,标准的工具和技术可以应用在所有项目中。项目管理协会(PMI)所开发的《项目管理知识体系指南》在某种程度上就取得了全球标准的地位。当然它是一个非常有影响力的文件,极大地提高了全球范围内的项目管理标准。不过,这只能代表一种观点,越来越多的 Last time I mentioned that we usually assume that projects are largely the same, but then I show that there may be differences between different projects, different judgments about the success of different projects, and different capacities for successfully managing them . Again, we often assume that project management is largely the same in itself and that standard tools and techniques can be applied across all projects. The Guide to a Project Management Body of Knowledge developed by the Project Management Institute (PMI) has achieved some global standard status. Of course it is a very influential document that has greatly enhanced the standards of project management around the world. However, this can only represent one view, more and more