项目管理和过程管理的区别
项目管理和过程管理有什么区别？
What is the difference between project management and process management?
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项目管理和过程管理有什么区别？
What is the difference between project management and process management?
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流程与项目的定义特征是可重复性与独特性。
流程是旨在实现特定目标的相互关联任务的重复集合。
项目是一项独特的努力，其起点和终点都是为了实现目标。
流程管理强调提高任务的“可重复性”、效率（减少所需时间、降低成本）、提高质量（包括质量的一致性）。
项目管理强调完成事情，实现最终结果。 更高的效率更难实现，因为它可能需要定制工具和方法，而这些工具和方法只有在项目变成重复过程时才能开发。
应用于软件开发，进行日常构建是一个过程：
这是一系列旨在最终结果的任务。
该序列是重复的。
任务从一开始就是已知的，因为该过程是重复的。
在管理日常构建时，我们希望它们便宜、快速并始终满足质量标准，在大多数情况下，最好通过提高自动化程度来实现。
在管理日常构建时，
设计新功能是一个项目：
该功能是独一无二的，一旦我们设计了它，我们就不会再设计它。 也许是第二版，但这将是一次不同的努力。
在某些时候，我们需要停止设计该功能（即使它远非完美），最好提前规定我们如何知道我们已经达到了这一点。
我们不太关心设计是否是通过最有效的步骤序列实现的，而是最终是否能真正提出足够好的设计。
因此，进入设计的任务序列将很难自动化，我们需要集中精力保持界限，重新评估标准，根据新发现的事实进行调整，并总体上推动整个事情的完成。
我们必须根据新发现的事实不断从越来越多的可能任务中进行选择，并选择那些能让我们更接近目标的任务。
The defining characteristic of process vs. project is repeatability vs. uniqueness.
Process is a repetitive collection of interrelated tasks aimed at achieving a certain goal.
Project is a unique endeavour with a beginning and an end undertaken to achieve a goal.
Process management has emphasis on increasing "repeatability" of the tasks, efficiency (descreasing time needed, reducing cost), increasing quality (including consistency in quality).
Project management has emphasis on getting the thing done, achieving the end result. Higher efficiency is harder to achieve since it might require custom tools and methods that can only be developed if the project was turned into a repetitive process.
Applied to software development making a daily build is a process:
It's a sequence of tasks aimed at end result.
The sequence is repetitive.
Tasks are known on the outset, since the process is repetitive.
When managing daily builds we want them to be cheap, fast and consistently meet quality standards, in most cases this is best achieved through increased automation.
Designing a new feature is a project:
The feature is unique, once we've designed it we won't be designing it again. Maybe version two, but its going to be a different endeavour.
At some point we need to stop designing the feature (even when its far from perfect) and it is best if we stipulate in advance how do we know that we've reached that point.
We're not as much concerned with that the design is achieved though the most efficient sequence of steps, as with actually coming up with a sufficiently good design at the end.
Hence the sequence of tasks that goes into design will be hard to automate and we need to concentrate on keeping the bounds, re-evaluating criterias, adjusting for newly discovered facts and generally moving the entire thing towards completion.
We have to constantly select from an increasing number of possible tasks that come up in the light of newly discovered facts and pick these that will take us closer to the goal.
流程管理是对流程的管理，例如软件开发流程（请注意，我没有说“软件流程”）。 这样的过程可以用于各种项目。 一个过程除了自身之外没有最终产品。
项目管理是对项目的管理，通常使用某种流程，并产生产品或产品的新版本。
Process management would be management of a process, such as a software development process (note that I did not say "software process"). Such a process might be used across a variety of projects. A process does not have an end-product, beyond itself.
Project management would be management of a project, typically using some process, and resulting in a product, or a new version of a product.
如果项目是为了产生最终结果而需要完成的工作，无论是产品还是服务，那么过程就是对该工作的描述。 每个项目都遵循一个流程，即使没有正式定义。 通过尝试捕获每个项目的流程，将会出现一种模式，即某些组或类型的项目正在使用类似的流程。 还可以表明，某些过程会导致更好的最终结果，或者导致更快和/或更便宜的最终结果。 然后可以采用这样的过程来用于相关项目，从而提高最终结果的生产率和质量。
因此，项目管理是应用过程来产生最终结果。 没有流程管理，只有流程开发、实施、测量和改进，它们本身就是项目。 如果你愿意的话，先有鸡还是先有蛋。
If project is work that needs to be done to make an end result, be it a product or a service, then the process is the description of that work. Every project follows a process, even if not formally defined. By attempting to capture that process for each and every project a pattern will emerge that a similar process is being used for certain group or type of projects. It may also be shown that certain process leads to a better end result or leads to the end result faster and/or cheaper. Such process then may be adopted to be used for pertinent projects resulting in higher productivity and quality of end result.
Consequently project management is application of the process to make an end result. There is no process management, just process development, implementation, measurement and improvement which in themselves are projects. Chicken or egg if you please.
流程是项目的抽象。 它用于概括项目的变化性、独特性和瞬态性。为了提高项目预期或实现的产品的效率、生产力、有效性和价值，借助过程和流程来分析项目的实施策略或工作流程机制。 /或流程。流程的目标是服务，而项目的目标是产品。流程寻求长期目标，但项目目标是短期目标。项目需求基于最终产品，但流程需求基于流程本身。
Process is an abstraction of project. It is used to generalize the variation,uniqueness and transient nature projects.In order to enhance efficiency,productivity,effectiveness and value of product expected or achieved from a project,the implementation strategy or workflow mechanism for projects is analyzed with the help of process and/or processes.The goal of process is service while goal of project is a product.Process seek long term goals but project aim for short term goals.Project needs are based on end product but process needs are based on process itself.
一句话总结是流程管理管理项目的一般运行方式，除了解释流程的文档之外没有可交付成果，而项目管理正在管理项目，以确保按预算和按时创建可交付成果，同时遵循通过创建的流程流程管理。
The one sentence summary is process management manages how projects are generally run and has no deliverables other then documents explaining the process while project management is managing a project to insure that deliverables are created on budget and on time while following what ever process has been created through process management.
流程基本上是项目的一部分。 流程意味着已遵循某些规则
完成某些任务，其中项目意味着通过应用特定的过程来完成事情
Process is basically the part of the project. process means certain rules has been followed
for accomplishment of some task where as project means getting the things done by applying certain process
上面说得好，流程管理将现有项目的完整流程定义为文档，向上级汇报状态。 甚至，在他们缺席的情况下，他们也会相应地制定资源规划。
Well said the above one, the Process management defines the complete process of existing projects as documentation and give a status report to superiors. Even, they plan accordingly for the resource planning in their absence.
...我听过的最好的描述。 一个糟糕的类比可能是流程就像日常工作，项目就像合同。
用外行人的话来说，流程是一组需要一次又一次执行以保持组织正常运行的任务。 这些任务可以手动（由日常工作人员）或自动（由 IT）执行。
eTOM 业务流程框架 (www.tmforum.org) 表示流程分为三种类型：
....guru
在外行看来是一堆只需执行一次即可构建的任务，更改（或删除）您的组织的能力（例如基础设施或产品）。
它们有何相同
为了给这种动态增加更多的混乱，项目管理本身就是一个过程（参见 PRINCE2 www.prince2.com）
它适合(1) 策略、基础设施和 产品类别（抱歉鞭打 eTOM，还有很多其他框架，例如 ITIL 和 SCOR，我是一家电信公司的 EA，所以这是我理解的框架）
虽然每个项目都有开始和完成日期 - 您的组织很可能永远在建设和结束。 改变的是能力（基础设施和产品）。 因此，每个项目交付的东西都不同，但每次交付项目的步骤或执行的任务组应该是相同的（再次参见 [PRINCE2][2]）。
...best description I've ever heard. A poor analogy might be a process is like a day job, a project is like a contract.
In laymans terms a process is a bunch of tasks that need to be performed again and again to keep your organisation running. These tasks may be performed manually (by people in their day jobs) or automatically (by IT).
The eTOM Business Process Framework (www.tmforum.org) says there are three types of processes:
....guru
In laymans a bunch of tasks that you only perform once to build, change (or remove) your organisations capability (eg. it's infrastructure or products).
How are they the same
To add a little more confusion to this dynamic, project management is a process in itself (see PRINCE2 www.prince2.com)
It would fit in the (1) Strategy, Infrastructure & Product category (sorry for flogging eTOM, there's plenty of other frameworks like ITIL and SCOR, I'm an EA at a Telco so its the framework I understand the best.)
Whilst each project has a start and finish date - chances are your organisation is forever building & changing is capability (infrastructure & products). So each project delivers something different but the steps, or bunch of tasks performed, to deliver the project should be the same each time (again see [PRINCE2][2]).