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Project Coordinator(项目协调员)是一个不太正式的叫法，在PMBOK中只是稍微提了一下。
《PMBOK(2004)》版中有做过一点介绍
2.3.3 Organizational Structure
"Matrix organizations, as shown in Figures 2-9 through 2-11, are a blend of functional and projectized characteristics. Weak matrices maintain many of the characteristics of a functional organization and the project manager role is more that of a coordinator or expediter than that of a manager. In similar fashion, strong matrices have many of the characteristics of the projectized organization, and can have full-time project managers with considerable authority and full-time project administrative staff. While the balanced matrix organization recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding (Figure 2-6). 翻译如下:
2.3.3 组织结构
矩阵式组织（见图2-9 到图2-11）兼有职能式和项目式的特征。弱矩阵式组织保留了职能式组织的许多特征，项目经理的角色，其协调或者督促的作用大于经理的作用。而强矩阵式组织则具有项目式组织的许多特征，拥有相当大的权限的全职项目经理以及全职的项目行政管理人员。而平衡矩阵式组织承认设项目经理的必要性，但项目经理对于项目和项目资金无全权支配（见图2-6）。 在另外一本书上的介绍比较详细，如下: 在弱矩阵项目组织中，项目经理实际上充当Project Coordinator(项目协调员)或Project Expediter(项目督导员)的职责。
Project Manager(项目经理)，Project Coordinator(项目协调员)和Project Expediter(项目督导员)
的权力由强至弱。比较详细的解释如下:
In a strong matrix, power rests with the project manager.
In a weak matrix, power rests with the functional manager. The power of the project manager is comparable to that of a coordinator or expediter.
In a balanced matrix, the power is shared between the functional manager and the project manager. In a weak matrix, the project manager's role might be more of a:
Project Expediter: The proiect expediter acts primarily as a staff assistant and communications coordinator. The expediter cannot personally make or enforce decisions. Project Coordinator: Similar to the project expediter except the coordinator has some power to make decisions, some authority, and reports to a higher-level manager.
[此贴子已经被作者于2007-1-19 10:00:54编辑过] | 
