當前(qian)企業 在向精益生產、精細化(hua)管(guan)理(li)(li)方向邁(mai)進的過程中，一般(ban)都需要(yao)做如下兩項工(gong)作 ：一是大量基礎數據的前(qian)期梳理(li)(li)和后期優化(hua)工(gong)作，二(er)是企業業務流程的梳理(li)(li)優化(hua)工(gong)作。這兩項工(gong)作是深(shen)刻影響(xiang)企業生存和發(fa)展的重要(yao)任務，其牽(qian)扯的業務面專業而(er)廣泛，采用(yong)常規管(guan)理(li)(li)是難以完成(cheng)的，因(yin)此需要(yao)不(bu)同(tong)部門(men)的人員共同(tong)參與，成(cheng)立企業臨(lin)時性(xing)團隊(項目(mu) 組)，將持有不(bu)同(tong)視角的人才集合(he)，對問題全面分析綜合(he)考(kao)慮，共同(tong)完成(cheng)任務，為項目(mu)的完成(cheng)進而(er)為企業的生存和發(fa)展奠定良好的基礎。
但是我們發(fa)現企業(ye)(ye)(ye)臨(lin)時(shi)(shi)(shi)性(xing)團(tuan)(tuan)(tuan)隊(dui)(dui)(dui)往(wang)往(wang)出現如(ru)下問題：第一，考慮到企業(ye)(ye)(ye)生(sheng)產(chan)任(ren)務(wu)(wu)的(de)(de)(de)(de)(de)緊急(ji)情(qing)(qing)況，以及企業(ye)(ye)(ye)人(ren)(ren)力資源(yuan)是否充裕，很多時(shi)(shi)(shi)候(hou)臨(lin)時(shi)(shi)(shi)性(xing)團(tuan)(tuan)(tuan)隊(dui)(dui)(dui)隊(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)往(wang)往(wang)不(bu)能(neng)全脫(tuo)產(chan)參(can)與(yu)(yu)項(xiang)(xiang)(xiang)(xiang)(xiang)目(mu)，半脫(tuo)產(chan)甚至僅作(zuo)為日常臨(lin)時(shi)(shi)(shi)性(xing)任(ren)務(wu)(wu)的(de)(de)(de)(de)(de)情(qing)(qing)況時(shi)(shi)(shi)有發(fa)生(sheng)，這樣項(xiang)(xiang)(xiang)(xiang)(xiang)目(mu)隊(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)的(de)(de)(de)(de)(de)時(shi)(shi)(shi)間(jian)就無法得到保障;第二，由(you)于臨(lin)時(shi)(shi)(shi)性(xing)團(tuan)(tuan)(tuan)隊(dui)(dui)(dui)的(de)(de)(de)(de)(de)隊(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)來(lai)自于不(bu)同的(de)(de)(de)(de)(de)部(bu)門(men)，隊(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)間(jian)往(wang)往(wang)認同感(gan)不(bu)強，部(bu)分企業(ye)(ye)(ye)人(ren)(ren)員(yuan)(yuan)(yuan)(yuan)流動性(xing)較強，造成(cheng)周(zhou)期長的(de)(de)(de)(de)(de)項(xiang)(xiang)(xiang)(xiang)(xiang)目(mu)換(huan)人(ren)(ren)頻(pin)繁(fan);第三，由(you)于團(tuan)(tuan)(tuan)隊(dui)(dui)(dui)是臨(lin)時(shi)(shi)(shi)組(zu)建(jian)的(de)(de)(de)(de)(de)，團(tuan)(tuan)(tuan)隊(dui)(dui)(dui)隊(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)對工作(zuo)的(de)(de)(de)(de)(de)認識較為陌(mo)生(sheng)，對團(tuan)(tuan)(tuan)隊(dui)(dui)(dui)的(de)(de)(de)(de)(de)目(mu)標往(wang)往(wang)也是一知半解(jie);第四，隊(dui)(dui)(dui)員(yuan)(yuan)(yuan)(yuan)的(de)(de)(de)(de)(de)心態各異，有些(xie)人(ren)(ren)希望通過(guo)進入項(xiang)(xiang)(xiang)(xiang)(xiang)目(mu)組(zu)進行鍛煉，為了將來(lai)得到提拔(ba)的(de)(de)(de)(de)(de)機會(hui)，這種人(ren)(ren)積極主(zhu)動，有一些(xie)人(ren)(ren)則可能(neng)存在(zai)臨(lin)時(shi)(shi)(shi)下放充數的(de)(de)(de)(de)(de)情(qing)(qing)況，心情(qing)(qing)低(di)落，而最易(yi)產(chan)生(sheng)的(de)(de)(de)(de)(de)心態是抱有臨(lin)時(shi)(shi)(shi)性(xing)任(ren)務(wu)(wu)思(si)想，認為項(xiang)(xiang)(xiang)(xiang)(xiang)目(mu)只要干完(wan)就算完(wan)成(cheng)任(ren)務(wu)(wu);第五，臨(lin)時(shi)(shi)(shi)團(tuan)(tuan)(tuan)隊(dui)(dui)(dui)項(xiang)(xiang)(xiang)(xiang)(xiang)目(mu)負責人(ren)(ren)的(de)(de)(de)(de)(de)責任(ren)大于權力，首先參(can)與(yu)(yu)項(xiang)(xiang)(xiang)(xiang)(xiang)目(mu)的(de)(de)(de)(de)(de)人(ren)(ren)員(yuan)(yuan)(yuan)(yuan)來(lai)自不(bu)同部(bu)門(men)，隸屬關系、尤其(qi)是內(nei)心歸(gui)屬感(gan)仍在(zai)原單位，所以項(xiang)(xiang)(xiang)(xiang)(xiang)目(mu)負責人(ren)(ren)很難樹立管理權威;第六，沒有足夠(gou)的(de)(de)(de)(de)(de)激勵與(yu)(yu)懲罰手(shou)段，企業(ye)(ye)(ye)對項(xiang)(xiang)(xiang)(xiang)(xiang)目(mu)的(de)(de)(de)(de)(de)重(zhong)視(shi)沒有直觀體現在(zai)項(xiang)(xiang)(xiang)(xiang)(xiang)目(mu)組(zu)成(cheng)員(yuan)(yuan)(yuan)(yuan)的(de)(de)(de)(de)(de)項(xiang)(xiang)(xiang)(xiang)(xiang)目(mu)收(shou)益上，這種人(ren)(ren)員(yuan)(yuan)(yuan)(yuan)上的(de)(de)(de)(de)(de)雙重(zhong)管理是跨部(bu)門(men)項(xiang)(xiang)(xiang)(xiang)(xiang)目(mu)組(zu)的(de)(de)(de)(de)(de)先天(tian)缺陷。
企(qi)業為了(le)避免出現如上(shang)問題，在成(cheng)立(li)臨時(shi)性團隊(dui)之前(qian)(qian)，需(xu)要對臨時(shi)性團隊(dui)的支持及(ji)管理進行(xing)提前(qian)(qian)規劃。
首先(xian)，必須(xu)(xu)認識到作為一(yi)個臨(lin)時(shi)性(xing)組(zu)織，項(xiang)目(mu)(mu)(mu)組(zu)的(de)成(cheng)員來(lai)自四面(mian)八方(fang)，項(xiang)目(mu)(mu)(mu)組(zu)成(cheng)員只(zhi)是臨(lin)時(shi)性(xing)受項(xiang)目(mu)(mu)(mu)組(zu)負責(ze)(ze)人(ren)的(de)管(guan)理(li)和領(ling)導，其(qi)隸屬關系并沒有改變。因此，就(jiu)像(xiang)企業任何一(yi)項(xiang)變革(ge)一(yi)樣，項(xiang)目(mu)(mu)(mu)組(zu)經(jing)理(li)若要管(guan)理(li)好(hao)項(xiang)目(mu)(mu)(mu)成(cheng)員，就(jiu)必須(xu)(xu)得到高層管(guan)理(li)者的(de)支持。許多項(xiang)目(mu)(mu)(mu)的(de)影響因素是不為項(xiang)目(mu)(mu)(mu)經(jing)理(li) 所控制的(de)，高層的(de)參與協調是項(xiang)目(mu)(mu)(mu)成(cheng)敗(bai)的(de)關鍵要素之一(yi)：比如在項(xiang)目(mu)(mu)(mu)組(zu)成(cheng)員的(de)挑選上(shang)，以及項(xiang)目(mu)(mu)(mu)成(cheng)員的(de)時(shi)間安(an)排上(shang)。跨部門(men)項(xiang)目(mu)(mu)(mu)經(jing)理(li)需要通過行(xing)政方(fang)式獲得他(ta)們(men)的(de)資源，只(zhi)有獲得比部門(men)經(jing)理(li)更高的(de)公司高層的(de)支持與承諾，跨部門(men)負責(ze)(ze)人(ren)才能(neng)在項(xiang)目(mu)(mu)(mu)中掌控職(zhi)權。
第二，建立企業臨(lin)時性項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)的(de)(de)考(kao)核(he)(he)制度。通常(chang)認為，績效(xiao)(xiao)管理(li)的(de)(de)權(quan)限分配就(jiu)(jiu)應(ying)(ying)該是誰(shui)向員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)直(zhi)接安(an)(an)排工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)，誰(shui)負(fu)責對(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)的(de)(de)日常(chang)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)督導，誰(shui)就(jiu)(jiu)應(ying)(ying)最(zui)終負(fu)責對(dui)該員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)進(jin)行考(kao)核(he)(he)評估。那(nei)(nei)么(me)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)組(zu)人(ren)員(yuan)(yuan)(yuan)(yuan)(yuan)的(de)(de)績效(xiao)(xiao)管理(li)就(jiu)(jiu)應(ying)(ying)該考(kao)慮項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)組(zu)人(ren)員(yuan)(yuan)(yuan)(yuan)(yuan)的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)是由(you)(you)(you)誰(shui)來(lai)安(an)(an)排的(de)(de)。如果項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)組(zu)人(ren)員(yuan)(yuan)(yuan)(yuan)(yuan)在(zai)(zai)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)期(qi)間(jian)(jian)是全(quan)職(zhi)加(jia)入到(dao)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)組(zu)中，員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)在(zai)(zai)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)組(zu)期(qi)間(jian)(jian)完(wan)全(quan)由(you)(you)(you)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)經(jing)理(li)安(an)(an)排工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)，那(nei)(nei)么(me)對(dui)員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)在(zai)(zai)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)期(qi)間(jian)(jian)的(de)(de)考(kao)核(he)(he)應(ying)(ying)由(you)(you)(you)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)經(jing)理(li)來(lai)執(zhi)行。如果項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)人(ren)員(yuan)(yuan)(yuan)(yuan)(yuan)的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)既需要(yao)由(you)(you)(you)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)經(jing)理(li)安(an)(an)排，有(you)(you)時也需要(yao)由(you)(you)(you)直(zhi)線部(bu)門的(de)(de)經(jing)理(li)安(an)(an)排的(de)(de)話(hua)，那(nei)(nei)么(me)兩個部(bu)門都(dou)(dou)有(you)(you)權(quan)力對(dui)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)組(zu)成(cheng)(cheng)員(yuan)(yuan)(yuan)(yuan)(yuan)進(jin)行考(kao)核(he)(he)。比(bi)如項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)組(zu)成(cheng)(cheng)員(yuan)(yuan)(yuan)(yuan)(yuan)50%的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)由(you)(you)(you)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)經(jing)理(li)安(an)(an)排，另(ling)外50%的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)由(you)(you)(you)直(zhi)線部(bu)門安(an)(an)排的(de)(de)話(hua)，項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)經(jing)理(li)和(he)(he)直(zhi)線部(bu)門經(jing)理(li)可以各考(kao)核(he)(he)50%。至于項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)組(zu)成(cheng)(cheng)員(yuan)(yuan)(yuan)(yuan)(yuan)的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)應(ying)(ying)該由(you)(you)(you)誰(shui)來(lai)安(an)(an)排，這要(yao)看(kan)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)組(zu)的(de)(de)性質。如果項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)成(cheng)(cheng)員(yuan)(yuan)(yuan)(yuan)(yuan)是全(quan)職(zhi)的(de)(de)，員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)在(zai)(zai)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)組(zu)期(qi)間(jian)(jian)應(ying)(ying)該主要(yao)由(you)(you)(you)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)組(zu)經(jing)理(li)來(lai)安(an)(an)排工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)。如果項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)成(cheng)(cheng)員(yuan)(yuan)(yuan)(yuan)(yuan)不是全(quan)職(zhi)，員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)還需要(yao)負(fu)責在(zai)(zai)部(bu)門中的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)，那(nei)(nei)么(me)項(xiang)(xiang)(xiang)目(mu)(mu)(mu)(mu)經(jing)理(li)和(he)(he)直(zhi)線部(bu)門經(jing)理(li)都(dou)(dou)有(you)(you)權(quan)給該員(yuan)(yuan)(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)安(an)(an)排工(gong)(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)。
第(di)三(san)，制定企業臨(lin)時(shi)性項(xiang)(xiang)目(mu)(mu)激勵(li)政(zheng)策。物(wu)質(zhi)(zhi)激勵(li)不是(shi)萬能的(de)，沒(mei)(mei)(mei)有(you)物(wu)質(zhi)(zhi)激勵(li)是(shi)萬萬不能的(de)，沒(mei)(mei)(mei)有(you)物(wu)質(zhi)(zhi)激勵(li)的(de)績效考(kao)核(he)也(ye)是(shi)沒(mei)(mei)(mei)有(you)效力的(de)。在項(xiang)(xiang)目(mu)(mu)實施過程中，項(xiang)(xiang)目(mu)(mu)經理一般專(zhuan)(zhuan)職(zhi)服(fu)務(wu)于(yu)項(xiang)(xiang)目(mu)(mu)，而很多(duo)情(qing)況(kuang)下，項(xiang)(xiang)目(mu)(mu)組成員(yuan)(yuan)除了(le)承擔項(xiang)(xiang)目(mu)(mu)任務(wu)外，有(you)時(shi)還要做本部(bu)(bu)門的(de)工作。項(xiang)(xiang)目(mu)(mu)組成員(yuan)(yuan)需要付出更多(duo)的(de)精力來學習(xi)和承擔項(xiang)(xiang)目(mu)(mu)交辦(ban)的(de)事項(xiang)(xiang)，所以物(wu)質(zhi)(zhi)激勵(li)很重要。可以根據項(xiang)(xiang)目(mu)(mu)的(de)預估人日(ri)，劃撥一筆專(zhuan)(zhuan)項(xiang)(xiang)獎(jiang)金，供項(xiang)(xiang)目(mu)(mu)經理根據項(xiang)(xiang)目(mu)(mu)進度和組員(yuan)(yuan)的(de)工作情(qing)況(kuang)，以及(ji)項(xiang)(xiang)目(mu)(mu)的(de)最(zui)終完(wan)成情(qing)況(kuang)進行分配。也(ye)可以專(zhuan)(zhuan)門提高項(xiang)(xiang)目(mu)(mu)成員(yuan)(yuan)的(de)績效額度，多(duo)出的(de)部(bu)(bu)分專(zhuan)(zhuan)門用于(yu)項(xiang)(xiang)目(mu)(mu)經理的(de)考(kao)核(he)。
最(zui)后，項(xiang)目成員(yuan)還要有(you)(you)良好的(de)團(tuan)隊(dui)(dui)意識(shi)和(he)(he)集體榮(rong)辱(ru)(ru)感。“一根筷子輕(qing)輕(qing)被(bei)折(zhe)斷(duan)，十根筷子牢(lao)牢(lao)抱成團(tuan)”，團(tuan)隊(dui)(dui)合作才是迎(ying)接企業(ye)臨(lin)時(shi)項(xiang)目的(de)不(bu)二選擇，才是項(xiang)目制勝的(de)法寶。有(you)(you)時(shi)人們總覺得部門之間有(you)(you)一道鴻溝(gou)，始終不(bu)能很好地跨越。其實“團(tuan)隊(dui)(dui)意識(shi)和(he)(he)榮(rong)辱(ru)(ru)感”是一劑良藥(yao)，可(ke)以打(da)破溝(gou)通屏障，減少(shao)等待、臆斷(duan)和(he)(he)猜疑。團(tuan)隊(dui)(dui)意識(shi)可(ke)以讓臨(lin)時(shi)項(xiang)目成員(yuan)學會建立信任與換位思考(kao)，相互(hu)尊重與相互(hu)欣賞(shang)。
如此，企(qi)業(ye)便可充分(fen)發揮不(bu)同部門(men)人員的力量(liang)，打造(zao)出一支業(ye)務面專(zhuan)業(ye)而廣泛的團隊，真正為項目的順利(li)完成和企(qi)業(ye)的發展(zhan)打造(zao)成功(gong)的基石。
