Project management training experience
This project management training, during the training process, it is not very enthusiastic, maybe I feel that the lecturer is not very good, maybe the explanation is not very good. However, there are still a lot of experience. If you don't pay attention to the process, you only pay attention to the results, this training should be successful. One training, as long as you can leave some profound impression, it is enough to think, it is enough.
[IT service]
The lecturer gives a philosophy. We are not selling software, but selling IT services. It is in implementing application solutions, so it also leads out the difference in software development management and integrated project development management. IT service project management is close to traditional project management, with higher requirements for project managers, with higher requirements, not just technology. With the idea of IT services, to guide customers, let customers accept "personalized application solution services" rather than "software", and more conducive to the company's profits.
IBM has a concept called "in demand". In fact, this is currently a status quo in the software integration project. The customer needs, often has a lot of personalized demand, and the demand will bring costs. If this cost is to be reduced, our products must be developed to individual, customized direction, which must maintain the system architecture, and improve the scalability of the system. This is a system design for us, which is undoubtedly a higher The requirement is also the place we have to pay attention to.
These two years continue to adjust organizational architecture to better adapt to increasingly fierce competition. In the past few years, the proportion of self-research projects in the development center is relatively large, and these two years, as the company pays attention to assessment, paying attention to profits, the development center will gradually put people in the contract project, which is in line with the company's interests, at the same time Avoiding project duplication labor, development center also integrates the concept of product line, forming the pyramid thinking of "Technology à Products à project", and the overall development direction should be said to be good. But at the same time, many problems are derived and need to be further improved.
[Product line planning]
With the core, it means that resources should be close to the contract project. The product line investment is also the core of the contract project, then how should the product future planning? What should I do if there is no subsequent contract? The core work of the project manager is to do a good job in project implementation. For product planning, there is a proposal power, but there is no power. Under the pressures, it is easy to have the product line without planning. In this case, after doing contract items After that, once there is no subsequent contract, the date of dissolution of the product line is not far away.
The company currently plans to new products and new business, the main responsibilities are placed on the product department, but in fact the product department from the assessment method, from technical capabilities, I think it is not enough to bear this responsibility.
Is it the responsibility of the project manager? What is the responsibility of this responsibility in the way companies currently focus on contractual projects?
Contract project is a short-term behavior, and the product plan is a long-term behavior, how to balance? This is a challenge.
[Ability of project managers]
From the current development trend of the company, the contractual project is focused, with the so-called "IT service" as the core, it is definitely the right to gradually enhance the rights and responsibility of the project manager, of course the rights and responsibilities are related, which requires the continuous improvement of the project manager capability. Get rid of the current situation that is only the responsibility of technical manager, and the company has a good assessment system.
The ability of the project manager, the lecturer said several aspects, the core is in the previous contract, the range control, with the "Workingcript" to limit the scope of the project, although in reality, there is a big implementation difficulty, but I think or still It is not difficult to clear a principle: Under the premise of power, we will control and clarify the scope of the project as early as possible. Whether it is a contract review, a tender response, a technical solution, it should be asked as possible as much as possible, even if the customer does not agree, it can also reach a consensus inside. IBM's "Workingcript" replaced the customer's tender, clearly scope, and also clarified the responsibility and power of Party A and Party B, such as the customer needs to designate the interface, what kind of documentation is needed, Party A will deliver what For Party B, this is a professional level of a company project management. Although we may be difficult to write these to the original original, but I think it can be considered as a contract attachment, try it.
I used to train a foreign lecturer that the project manager should be more like Bussiness Person, not Technical Person, I think, in fact, it is necessary to have more cost-effective, this lecturer also emphasizes cost control and management. I think about it, I feel that the project manager is enough time, it is possible to calculate the human cost of the entire project, including budgetary cost, actual cost, etc., which is conducive to quantifying the evaluation project, establishing a cost awareness of the project manager, is worth trying.
The lecturer has worked in IBM. He said that in IT service, IBM has no independent pre-sales, the project manager is pre-sale, he runs through the entire project, and we often feel that if the project manager is only just managed, the work seems too easy. Too waste, so we ask the project manager to do technology, so the project manager is moving toward the technology, the selection standard is of course mainly based on the technical level. In fact, the project manager is still more, it should be based on business, managed by management.
[Success of the project]
The lecturer finally talked about the basis for the success of the evaluation project, and the evaluation is based on the progress of the project, the cost and quality. When we move many foreign project management experience, it is often too much attention to the plan, progress, and stabilizes some details. And Ignore the most important point of the success of the project: quality, quality is reflected in customer satisfaction, customer's system function, performance is satisfactory.
In the past, the company had a lot of projects implemented in accordance with the project management specifications, and everything is very standardized, planned, documentation, review, and there is a reason, but the project has failed. Two actual cases in training, our project manager, each functional demand requires customers to sign, is it regular? But why does the project failed? Ironically, the scope of the project demand is out of control, one of the causes of the failure of these two projects.
The company also has a lot of projects, and there is no impact management, just achieve huge success with the intelligence and hard work of the development team.
So I am often confused, where is the problem?
I want to have a knowledge-integrated enterprise in software companies, and people are always the most important factors. The more excellent talents, the higher the consciousness, the stronger the ability, the less management cost, you can manage, or even manage. Conversely, if the quality of personnel, the more strict management needs to be confined, the higher the management cost.
It is simple to say that the company is still hiring outstanding people, although excellent people need to increase costs, but I believe that under increasingly standardized corporate systems, choose excellent people, will definitely have more returns.
How to recruit excellent people? The evaluation criteria is two points: 1) has a head; 2) Complete the work. The first point refers to the intelligence; the second point refers to the work attitude and responsibility, I think this is the simplest evaluation basis.
Of course, I don't mean not to project management, better project management, which is conducive to maximizing profits, minimizing costs, project management first should be in the hearts of each project manager, rather than flow in the form. First of all, we must improve the ability and gradually improve the system.
[Close to IBM]
I still agree with the architecture of IBM as IT services (in fact, not only IBM, HP, NOKIA and other companies are in this way), with the project manager as the core, complete the entire project, including contract signing, implementation, to payment . Since the company is a profit as a guide, the company should gradually be close to this way, and the pre-sales, implementation, and end of the project is achieved.
Current way:
N Pre-sales: Sales Pre-sales
N Implementation: Project Manager
n closed: sales
Methods can be changed:
N Pre-sale: Sales Project Manager
N Implementation: Project Manager
n closed: project manager sales
The way the project manager has a maximum understanding of the project, and the customer's participation is made by the project manager, and the participation of the project may not make a commitment to the project, it is also more conducive to the project manager. Assessment.
At the same time, because most of the company's major project managers are too technically, it is not good at communicating with customers. If the above system will naturally make the company's selection project manager, on the basis of certain technical capabilities, there is also good communication skills, It will definitely be more smooth in the implementation of the project.
This way is also conducive to assessment projects and project managers. Project managers can be assessable from three stages of contract, contract implementation and contract reception, respectively.
This approach can also reduce the lack of project experience in some pre-sales, talking on the paper, lacks technical skills.
Close to IBM, perhaps the Guangming Avenue leading to a first-class IT service company.
