March 2017
Intermediate to advanced
232 pages
4h 44m
Chinese
Content preview from 自造手冊：新工業革命實務指南
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第 6 章 專案管理
38
• 需要用到資源，如金錢或是勞力。
• 不會重複。
位於紐約市的聖約翰大教堂從
1892 年便開始建造，直至今日
仍未竣工，我想就算到
2200
年也不會蓋好吧！
要準備的必要活動有哪些呢？準備一間
設備和生產線都完善具備的汽車製造廠
是一個專案，但是生產汽車這件事情本
身，卻完全相反，它是不斷反覆並會構
成一套流程的活動。
能完成所有專案的資源是有限的。共有
三個關鍵的限制：時間、資源和專案規
模。這三個面向嚴密地互相連結在一起，
其中一個面向如果改變，另外兩個很難
不跟著改變。舉例來說，如果我們大幅
減少專案能夠利用的資源，像是人力或
是物資，卻不打算在其他條件上有所讓
步，那麼完成專案所需的時間勢必會增
加。反過來說，如果我們減少用來完成
專案的時間，或是大幅擴張規模，那麼
所需的資源數量也會跟著改變。
自從 1800 年代晚期（有可能甚至更早），
專案管理師便是依據所謂的
鐵三角
來做
決定，也就是近年大家耳熟能詳的
快速
、
優良
、
便宜
的鐵三角，如
圖 6-1
。三種限
制在勢力或影響的三角中互相牽制。試
著在三角中變換排列一下
優良
、
快速
和
便宜
，便會發現，要做出一個優良的專
案，就會離快速和便宜這兩個面向很遠，
而如果要快速地做好一個專案，就無法
接近優良和便宜。而如果您要的是便宜，
那麼優良跟快速皆不可得。
資源
企圖心
時間
圖 6-1
專案資源的鐵三角
專案管理師
聽起來很複雜，對吧？所以才會有專門
管理專案的專業人士，不意外地，他們
被稱為專案管理師。有些專案管理師的
專業是針對特殊領域（航空、軟體、軍
事、土木工程等等）
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.