1.Web-activities Recommendation
（1）log into Moodle every day;
（2）referencing is a MUST both within discussions forum and reports;
（3）PM can message any missing team member to show care.
2.Web projects
（1）everyone should follow the plan, even though PM fail to keep up (team member can start a discussion);
（2）avoid attachments;
（3）using “I agree because …” “I disagree because …”;
（4）Only PM should write a project report, and team members should discuss on Moodle;
（5）Only draft and final report can happen in a separate thread;
（6）format and grammar correction don't count;
（7）peer marks should be objective, and will be added in the final reports;
（8）PMs should discuss about team roles (plan, discussion summary, draft, final, etc.) outside of Moodle.
3. Organizational Strategy and Project Selection
（1）Strategy
Oxford: A plan of action designed to achieve a long-term or an overall aim.
Webster: A careful plan or method for achieving a particular goal usually over a long period of time.
通常策略是為長期發展服務的，但并不排除短期策略的存在。且策略通常是縱觀全局統籌規劃的，不應著眼于旁枝末節。比如，如果制定策略的時候過于關注技術，則容易忽視市場的需求，使得項目在運行的時候出現問題。
策略是項目的藍圖，項目是策略的實施。
Organizational strategy: An expression of how an organization needs to evolve over time to meet its objectives along with a detailed assessment of what needs to be done. Developing an organizational strategy for a business involves first comparing its present state to its targeted state to define differences, and then stating what is required for the desired changes to take place.
由于公司戰略是立足當下的，制定時的主要目標是朝向既定方向前進，所以公司戰略是變化的，定期要review和revise。
一個organization最抽象的描述應該是values，為什么存在？往往包括ehics, principles, beliefs等；
承載values的是vision，朝什么方向發展？往往包括hope, ambition等；
承載vision的是mission，相比于前兩個具體的多，要做什么？往往包括motivation, purpose等；
承載mission的是strategic objectives，如何實現mission？往往包括plan, goal, sequencing等；
最基礎可控制的是action & KPI's，我們做什么？往往包括action, owner, timeframe, resource, outcome等。
公司的戰略描述要盡可能清楚、簡潔、有邏輯。常見的描述涉及公司規模、發展領域、并購、產品方向、產品定位等
set objectives to strategies的原則：
S Smart Be specific in targeting an objective;
M Measurable Establish a measurable indicator(s) of progress;
A Assignable Make the objective assignable to one person for completion;
R Realistic State what can realistically be done with available resources;
T Time related State when the objective can be achieved, that is, duration.
Project manager和strategy的關系：Project managers must respond to changes with appropriate decisions about future projects and adjustments to current projects. Project managers who understand their organisation’s strategy can become effective advocates of projects aligned with the firm’s mission.
公司的常規運轉主要是action & KPI，如果要實踐strategy，project manager在這個過程中一定要基于公司strategy做決策。
（2）Strategic management
Strategic management is the process of assessing “WHAT an organisation is” and deciding “WHERE the organisation would like to be in the future” and and “HOW to achieve this using the available resources”.
End result is often to improve its competitive position/competitive advantage.
Four Activities of the Strategic Management Process:
1.Review and define the organizational mission.
2.Analyze and formulate strategies.
3.Set objectives to achieve strategy.
4.Implement strategies through projects.
（3）Portfolio management system
The aim of a portfolio management system is to ensure that projects are aligned with strategic goals and prioritised appropriately. It can often be the link between strategic organisation goals and the project.
strategy比較抽象，project比較具體，project是strategy的具體實踐，但在過程中經常因為具體狀況難以與strategy統一，尤其當多個project并行時。
二者之間扮演協調者的角色是portfolio management system，基于strategy對項目進行分類，制定選擇項目的標準，評估項目以及管理運轉中的項目等。
1.project classification：項目通常分為compliance，必須完成的要求，且是最重要的，這是一個組織存在的前提；strategic，戰略性的項目，比如當下很多企業轉型都在自動駕駛汽車領域布局做項目；operational，比如公司內一個降低生產成本的項目。
2.selection criteria：分為financial，通常包括payback分析（多久可以收回項目投資的資源，越短越好）和Net Present Value（用cash flows分析，未來的錢要轉化為present value，轉化參數rate of return通常是由organization自主定義的）；非financial，通常包括strategic criteria的分析，和multi-criteria的分析（常用checklist和multi-weighted分析）
在挑選項目的時候，有兩條需要補充：1.時間有價值；2.機會成本衡量。
3.proposal sourcing：分為內部sourcing，由organization內部完成；外部sourcing，由外部的contractor, vendor等完成，或者通過request for proposal來完成。
source的來源不要局限于管理層或者專門的一個團隊，一線的實踐者往往更能明白具體執行時會遇到的問題，廣開言路，讓任何人都有機會做貢獻是重要的管理功課。
4.proposal evaluation：要實現對不同項目區別的識別，主要包括project screening process, priority analysis（難點在must do和want do的區分）, project portfolio matrix（從可行性和對戰略的價值兩個維度衡量）, project relativity matrix（從可行性和商業潛在價值兩個維度衡量）
5.ongoing portfolio management：Involves monitoring and adjusting selection criteria to reflect the strategic focus of the organisation.
project manager要根據公司戰略指導團隊完成具體項目，同時要平衡不同項目間的資源配比。
