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專案管理第七章

中止不值得的專案（Terminate unworthy projects）

為求獲得公司專案投資的最大報酬率，你必須：

1.      隨時警覺重大變化：如果你以為專案啟動之初所做的評估內容會一直不變，那就大錯特錯了。情勢隨時在變，有時變的很快，而這些情況很可能改變某一專案的最初業務評估內容。要定期重新評估每個專案的經濟許可性。

Stay alert to significant changes: It’s a mistake to assume that the project estimate at the beginning will stay the same to the very end. Situations change, sometimes quickly, so it’s not only possible but likely that conditions will change to alert your original assessment of the business case of a given project. Periodically reevaluate the economic viability of every project.

2.      避免使用「失敗」一詞：許多公司視專案的提早終結為失敗，事實上相反，基於正當使用理由而中止專案可為之聰明管理，因為這麼做讓主管能夠把資源挪用到高優先順位的工作。

Avoid the term failure: In too many organization, early termination of a project is viewed as failure. To the contrary, sopping a project for the right reasons is smart management: it allows management to divert resources to higher-priority efforts.

3.      小心惰性作祟：每一個專案都會產生某些程度的惰性。人們會發展出擁有權，組員與支援者會心想：「我們一定要親眼看他完成。」這種視如己出的感覺，再加上投注了不少心力，即使是面對必須中止的專案，你也會偏向繼續把它完成。

Beware of letting inertia win: Every project generates a certain amount of inertia. People develop ownership and the team and its sponsors think, “We really have to see this through to the end.” Couple those feelings with the sweat equity invested and you have conditions that favor continuing projects that should be stopped.