英语翻译Let’s get back to the basic recognition that the management of projects and the management of operations are essentially different.They are different in both the way that performance and success are measured and in the type of personnel

英语翻译Let’s get back to the basic recognition that the management of projects and the management of operations are essentially different.They are different in both the way that performance and success are measured and in the type of personnel
英语翻译
Let’s get back to the basic recognition that the management of projects and the management of operations are essentially different.They are different in both the way that performance and success are measured and in the type of personnel and skills involved in the measurements and management.As noted previously,we rarely see the operations people,with their emphasis on period-by-period business operations and financial measurements,involved in the analysis of project performance.On the other hand,how often do we see project managers evaluating the effect of their projects on the current and future success of the enterprise?
Yet the raw truth is that the two are inseparable.Enterprise-level planning,analysis of results,and decisions for the future require that the total picture be available.The data supporting this total picture must be current,integrated,and able to be analyzed from several perspectives.
Once we recognize the need for such data integration,we can also realize the benefits of single entry of data and consistency of such data.Without this integration,we not only lose efficiency by necessitating redundant data entry,but also face the risk of conflicting

英语翻译Let’s get back to the basic recognition that the management of projects and the management of operations are essentially different.They are different in both the way that performance and success are measured and in the type of personnel
Let’s get back to the basic recognition that the management of projects and the management of operations are essentially different.They are different in both the way that performance and success are measured and in the type of personnel and skills involved in the measurements and management.As noted previously,we rarely see the operations people,with their emphasis on period-by-period business operations and financial measurements,involved in the analysis of project performance.On the other hand,how often do we see project managers evaluating the effect of their projects on the current and future success of the enterprise?
让我们回到基本的认知上,项目管理与运营管理是有着本质区别的,二者在绩效考核上是不同的,对于评核和管理所要求的人员和技能的种类也是不同的.正如前文所述,我们极少看到业务人员会参与绩效考核的分析,而这些人员往往把工作重点放在阶段性的业务和财务衡量标准上.另一方面,我们看到项目经理们能多久一次评价他们的项目在企业现在和以后的成功中所产生的影响?
Yet the raw truth is that the two are inseparable.Enterprise-level planning,analysis of results,and decisions for the future require that the total picture be available.The data supporting this total picture must be current,integrated,and able to be analyzed from several perspectives.
然而,事实是这两者是不可分割的.企业级的计划,结果分析及对未来的决策都需要一个可用的全局规划.能够支持这个全局规划的数据必须是即时的,整合的,并且能够从几个方面进行分析.
Once we recognize the need for such data integration,we can also realize the benefits of single entry of data and consistency of such data.Without this integration,we not only lose efficiency by necessitating redundant data entry,but also face the risk of conflicting
一旦我们意识到这种数据整合的必要性,我们就会意识到数据的一致性和单一性所带来的好处.如果没有这种整合,我们不但会降低强行输入数据的效率,而且也面临着数据冲突的风险.