“知人善任”——国际基础设施项目管理中的处世之道

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李照义律师专注于争议解决领域（包括诉讼和国际仲裁、替代性争议解决如法定和临时性裁決、调停、调解、专家裁决和争端裁判委员会），并尤其擅长建筑与工程领域的诉讼和仲裁业务。李律师拥有参与国际建筑和工程项目整个周期的执业经验，从概念设计、启动到竣工的整个项目周期中，为客户提供一站式的法律服务。

Since qualification, Mr Lee has specialised in dispute resolution including litigation and international arbitration, alternative forms of dispute resolution (such as statutory and ad-hoc adjudication, conciliation, mediation, expert determination and dispute adjudication board) and construction and engineering. Mr Lee has a ‘cradle-to-grave’ international construction and engineering practice advising clients from conception, inception to completion of a project life-cycle.

王悦律师的主要执业领域为涉外诉讼仲裁以及体育、文化娱乐产业法律事务。王悦律师在处理涉外及国际民商事诉讼仲裁纠纷方面拥有丰富的执业经验。

Mr. Wang Yue specializes in foreign-related litigation and arbitration and advises on the sports, culture and entertainment industries.Mr. Wang has rich experience in foreign-related and international civil and commercial litigation and arbitration.  

这个话题由来已久，但在当今的国际工程行业中，依然千真万确。

An old cliché, perhaps a tired one too, but how true it still remains not least in today’s international construction industry.

在国际基础设施项目中，团队成员往往背景不同，风俗文化不同，接受的建筑工程教育亦不同，但他们需要聚集在一起完成一个项目。

The project team in any international infrastructure project is quite often made up of a team of people coming from diversified backgrounds, customs, cultures and trained in different construction disciplines to work together to build a project. 

如果不熟悉这些不同的文化背景因素，并缺乏在国际项目中与客户或雇主团队进行有效沟通的能力，可能就会在项目的诸多方面遭遇挫折。

Being unfamiliar with these unfamiliar factors and coupled with the inability to communicate and deal with the client or employer team effectively in an international project can prove detrimental to this project in so many ways.

这就是为何我们说，对社会、文化、政治和经济形势的了解和理解，将有助于成功管理国际项目。

That is why it is safe to say that a good degree of awareness of the social, cultural, political and economic climate is a useful aid to successful management of an international project. 

近年来，越来越多的中国承包商走出国门，寻找国际项目的机会，特别是“一带一路”倡议下的项目。这当然很好，但随之而来的，人类不同个体间的互动沟通可能也将面临一些不可预见的挑战。 

For a number of years now, an increasing number of major Chinese contractors have gone abroad in search of international projects particularly those that are part of the Belt and Road Initiative. This is all well and good, but with such projects comes the challenges, unforeseen it may appear, of the human kind.  

挑战不一定在客户、项目团队或项目链条上的其他单位的可控范围之内。然而，当一个工程项目从技术、财务、经济和运营可行性研究阶段向启动和实施阶段过渡时，我们至少应当可以去规划并成功地管理该项目。

It could be argued that the challenges are not necessarily within the control of the client, its project team or members down the supply chain. However, what can be done at the very least as a construction project moves beyond the technical, financial, economic and operational feasibility studies stages towards initiation and implementation, is to plan towards and successfully manage the project.

尽管如此，不可否认的是，没有一种灵丹妙药，能够一劳永逸治愈疾病。

Admittedly though, there can be no one single panacea for such ill should it rear its ugly head.

因此，问题在于：是否存在一种“双赢”的办法或建议来帮助一个项目团队长期成功地管理一个国际项目？这项任务难度之大，以至于下述建议仅是从基本的技术层面提出，而不是从实际操作层面提出的。

It is questionable then, whether there can ever be a set of ”win-win” guidelines or recommendations to assist a project team in its long-standing but nonetheless committed pursuit of successfully managing an international project. It is a measure of the magnitude of such a task that the recommendations set out below are derived purely from a technical albeit elementary rather than operational point of view.

随着工程项目从开始到实施，主要的管理和决策责任也随之变化。每一步的工作质量都会影响后续的工作，因此任务交接时的沟通就变得尤为重要。

The principal management and decision-making responsibility changes as the construction project moves from project inception to implementation. Since the quality of the work in each of these steps affects the later phases, the communication at the point when the responsibility shifts becomes very important.

仅仅了解项目管理有关的知识，如规划、进度安排、控制预算，并不足以成功地管理一个项目。掌握好这些知识是什么，以及何时恰当地运用它们，才将有助于项目的推进。一旦正确理解并适当地分配了任务，实施过程就会开展顺利。

Knowledge of project management tools such as planning, scheduling, and budgeting and control is not entirely sufficient to successfully manage a project. What these tools are and when they are properly adopted will serve to enhance the project delivery process. Once clearly understood and with responsibilities duly assigned, the implementation process kicks off properly.

在项目的进度安排上，应该把任务分配给熟悉工程的员工。当然，这些说起来容易做起来难。这首先需要专业人员把任务进行拆分，作为团队工作推进和预算的基础。任务分配还要在内部组织和职责划分上定义明确。参与此过程的所有部门都应该理解、同意制定的工作范围和时间表，比如，为每个细分下来的任务确立精确的开始事项和结束事项或里程碑，这经常成为产生争议的问题！

Time scheduling for project tasks should be assigned for staff who are familiar with the work to be performed. This is, of course, easier said than done. Such a task would first entail staff with a good level of expertise in ensuring work breakdown structures were being used as a basis for network development and budgeting. The work packages should also be well-defined and related to the internal organisation and responsibilities. All organisations involved in this process should understand and agree to its scope and time, for example, identifying the precise start and completion events or milestones for each work package. This can sometimes be a contentious issue!

对初始价格预测的正确评估相当重要，因为这是建立有效的管理成本控制系统所必需的。

The appropriate evaluation of an initial price forecast is clearly relevant, as this is required to develop a meaningful management cost control system.

应确定与费用相关的设计费用限额、总费用限额，使客户能够就项目是否应继续推进作出决策。如果客户决定继续推进项目，那么应关注在哪个阶段提出哪项建议将促进资金的最佳利用。

The identification of design cost limits associated fee levels, overall cost limits to enable the client to make decisions on whether the project should proceed and if so, which proposal at whichever phase would facilitate the optimum use of finance.

有必要制定一份合适的质量声明草案，列明预期的质量计划、质量保障要求和项目工艺所要达到的基本规格。

It is necessary to put in place an appropriate draft quality statement setting out the anticipated quality plan, quality assurance requirements and outline specifications for the workmanship to be achieved for the project.

令人欣慰的是，项目链条上的投资者和参与者都意识到有必要让自己具备适当的经验和专业知识，通过合作来成功管理一个项目，都知道这将关乎项目的成败，不论项目的规模和复杂程度。

It is comforting that with so much at stake, investors and parties along the supply chain feel the need to equip themselves with the appropriate experience and expertise to work together to successfully manage a project, regardless of its size and complexity.

很多情况下，要想成功管理项目，必须要清醒、敏锐、有洞见和解决问题的特别能力，才能应对如今已全球一体化的建筑工程行业中的多种力量交错。

In many ways, to achieve successful project management, there has to be a keen awareness and a somewhat uncommon capability to deal with the various overlapping forces that form what is today a closely-knit international construction industry.

应当对所谓基本和既定的假设大胆发问，因为这些假设不一定就代表公认的国际标准。

There should be a boldness to ask the correct questions about so-called basic and established assumptions which may not necessarily represent recognised international standards.

最后，在必要的情况下，应寻求改变，且永远不要忽视或低估“人际”的价值。在很多时候，相互理解比起冷漠，将更有价值。

Change, if required, should be sought. Hopefully, one should never overlook or under-estimate the value of the human touch. In many respects, as some have said, the approach should be one of empathy not apathy.