...理放到一个部门“项目经理部(室)”,项目经理对该部门经理负责,其部门经理就是项目经理的经理(Manager of Project Managers, M.P.M),这种结构模式在项目较多的企业被广泛应用。
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好的产品经理和好的项目经理能够在这些冲突中建立一种平衡。
Good product managers and good project managers are able to create a balance of these conflicts.
一旦将资源分配到项目中,他们就有了两个经理:IT 项目的项目经理和分析人员的资源所有者。
Once the resource is assigned to a project, they now have two managers: the project manager for the IT project and the resource owner for analysts.
并且在这个层级的顶端,设定目标和监督规划的主管经理当然不会执行与项目经理同样详细的活动。
And at the top of the hierarchy, the executive leaders who set goals and oversee the program certainly do not perform the same detailed activities as project managers.
When I talk about I give up the CEO job and functioned as the project manager, Blitzen we actually named that project as "Project Blitzen".
我曾说过要放弃CEO的职位,而成为一个项目经理,那个项目名叫。
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