Implementing HW projects, it is a kind of back to me. I realized the bitter taste of the internal management of corporate. This KM project is a contest of the new and old forces within the customer. The power concentration, the management of the management, the vested interest, process and document authority of the customer part of the customer have become the two focus of the two sides, while the loud publicity is loud, and the silent boycott; a 13-node approval process, reduce A node is very difficult; any change in the finance and human resources process is struggling. As a software supplier, we did not expect the complexity of the internal management relationship. For the project staff of the client, the motivation of this project was launched. After the sale was greatly improved, it finally replied to rationality, but brought It is a deep regret. Such a project, if it is positioned as management change, there must be two sufficient conditions: the highest leadership of the leadership (rather than staying in verbal) and the internal cultural environment (it is an open culture rather than suppressing culture). Although some varies, good customer relationships still have a role, after our work is finished, although the project is internally promoted in the customer, the customer has signed a project acceptance certificate. We took a certain regret to leave the HW project, but the HW project manager began a new difficult journey. Excerpt from personal work summary in May 2004
