Project management profile
The project is defined as:
"A efforts of organizers, funds and other resources, with a special way, specially designated work, under cost and time constraints, to achieve activities in quality and quantity targets."
The main function of the project is its unified, special organizational approach to reach a interest transformation. Before the project starts, you need to assess the expected interest target. Projects that have been failed before starting operations will definitely bring huge business risks.
Project management is defined as a combination of tools and technologies such as PERT, CPM, C / SCSC, and Management Control Methods. Since the inability of the system is often caused by the failure of managers and projects, the project management tools are more advanced (important). Structured Project Management Technology provides a framework for project management tool operations, focusing on the definition of project objectives, the project organization's decision, solve the problem and lifecycle structure, and the correct information level of each part of the project structure. When a company specifies special, standard operating procedures for the project, we call this process as "methodology."
The conflict between the project organization and the functional structure brought by the company is very prominent, and one and key rules of the project manager are that they will think that they have the same need to master the same as their partners' functions. The power of resources is a fact. Since there is no administrative reputation like only managers, this will be a huge obstacle affecting project management.
The project has a problem, however, project problems typically lead to unclear targets, less poor organization, unformal communication methods and inappropriate structural plans and control methods. The project is considered a child with a serious ring behavior. If you give it enough care, it will be very obedient, otherwise you will not pay attention to it, it will make you wrong.
Risk management summary
This article shows that the risk management process and techniques require project managers to have good practical experience. As we have seen, there are many information on risk analysis and techniques, but few do not even have a document introduction risk management.
The project is always an error, your task is to predict the risk of the project manager to affect the success of the project and control them until these risks disappear. However, a good decision does not necessarily have a good return - just an opportunity to improve success.
Risk management in the project begins at project selection, evaluation, and evaluation. The project manager allows the project to minimize the risk by determining the correct definition, organization, planning, and control conditions of the project. The definition of the project summary is the core factor affecting risk management. As Peter Morris pointed out:
If a project is not defined correctly, or there is no appropriate development, if the project's goals, standards, technical foundations, and normal plans are not well discussed well, or design does not use a strategic plan to manage, then project Risk will be large.
He then elaborated two important and far-reaching important perspectives:
Second, project definitions affect or have been affected by external environments (such as political, social perspectives, economic and geographical conditions, and financial licensing and project status, cycle, etc.);
Third, due to the project and it has interaction of external fiscal and other factors, the implementation of the project may become difficult to control. If some people affecting the success of the project are not supported or not active, it is likely to be perfunctive.
In these three paragraphs, Morris clarified an important part of risk management in project management experience. However, as we have encountered, certain projects and their activities are unique, although similar project meetings, their environment and impact are always different.
We discussed the risks process, and we separate the tasks of risk analysis from management. However, we don't intend to make a process keep up with another process, and then no longer have been asked. Like a project plan, risk analysis and management is a continued process, preferably as a uniform event at the same time. This is not letting you say that it is necessary to ignore the risk unless it happens, but thinks that you should consider what possible tomorrow may have more efforts than consideration of things that will happen next year. Risk analysis techniques include sensitive analysis tools such as sensitivity models, Monte Carlo analysis, PERT analysis, decision tree and risk models, etc., also include discussions on the occurrence and classification assessment of accidental events.
Risk management includes an important part of the accidental plan, such plans, including responsibilities, multi-level response, and risk tracking. Like reporting mechanisms, the continuous review and tracking of key points are also highlighted.
Finally, we explain the degree of risk management that will be applied. As plans, the laws that gradually shrink are the rewards of project risk management. Because you use double time for risk analysis, you don't mean you can reduce risk by 50%. You have given 80% of the benefits with 20%. This tells us that you need to consider risk analysis and management in all projects. To make risks allow you to get the biggest return with your minimum.
Project team good risk management technology will not terminate. By encouraging team to recognize the importance of risks in project management, it is the natural thing in project management, and gives pre-adequate tools to deal with (risk), or make it minimize, you make yourself and groups can control yourself. fate. The result is not always like the project manager's hopes, but in the case of people who always control something, the pressure and urgency will alleviate.
You can also manage a project under risk analysis and management - but you are like playing Russian roulette or win. This may be more suitable for you more if you prefer a chance or touch your luck.
Negotiation
There are many forms of negotiations in the project life cycle, and the project managers are responsible for important color tasks in these processes. Negotiating skills are the necessary skills of successful project managers.
The purpose of negotiation is to make the two parties of the dispute to a common purpose. This is called "win-win" concept.
Here are an important representation of some negotiations:
1. If you want to achieve your goal, a certain preparation is required;
2. Don't take action;
3. Maintain the balance of negotiations and keep neutrality as much as possible;
4. Find some questions from someone else's views;
5. Clear your own goals and ensure that all topics are around the whole goal;
6. Eliminate controversy, can not allow "no sure" to exist, you must firmly insist on your personal position;
7. Remember a good negotiation representative to learn and practice the skills.
Grade metrics
Several key points in grade metrics are:
1. Absolute or differences do not represent the current state of the project;
2. Because the work achieved by effort and resource consumption is only a real measure of the project process;
3. WBS (Translator Note: Work Breakdown Structure, Working Tree) Allows the project manager to pay attention to the maximum difference in the various parts of the project, to take care of the project as a whole. A large contradiction is usually caused by the contradictions of other parts.
4. The grade metrics can be used to predict the final outcome, or the state of the predictive project is completed. In the project management tool, trend analysis is required.
5. Achievement analysis depends on the accuracy of metrics, the only system effective process is the submission part of the quality approved in the century.
6. Before implementing C / SCSC (Translator Note: Cost / Schedule Control Systems Criteria, Cost / Progress Control System Standard), all project group members understand the rules and final results of the final implementation are important. 7. Be careful with the simplified ETC calculation formula of the project or task.
8. Quite system has cost / grade metrics, they are:
u Based on the planned time;
u Working tree;
u cost related system;
u evaluation process goal;
u duty / power matrix;
Control and collaboration summary
If you develop a valid and collaborative system, there are some standards for evaluating. As the end of this article, we will explain key issues through project planning and control methods.
1. Project control is performed before the project begins not during the implementation. A clear, approved summary is the basis of any good project. Without it, the entire project is destined to fail.
2. When the work plan is good, it needs to be controlled. A effective project manager will think that for each activity, it is necessary to implement what must be controlled.
3. A controlled system must be a state that can be successfully recognized rather than the project manager.
4. The control system is a composite process (GO / NO Go Control) composed of continuous monitoring (control theory control), control points, and preview.
5. Milestone allows the project manager to define the GO / NO GO Control point and the entry of each activity, and end the standard.
6. The responsible matrix allows the project manager to clearly convey the responsibility of the project's needs and the task.
7. The control system needs to balance the target of the project.
8. Control and collaboration must be defined before the beginning of the project, not at the current phase definition.
9. The collaboration system is best defined in the public document of the project, such a system is called methodology.
10. Effective control systems are based on grade metrics rather than standard changes, which helps project managers predict what will happen without project team.
11. In one project, the project manager is a supporter of a project sponsor, a customer of the project team. For the customer's call, he is going to provide something that he expects to start from his project - support, responsibility and clear goals.
12. Good project control is based on the mutual trust of the project team, project manager and sponsor cannot use the control system to determine the penalty provision. That is, the target of the control system is to correct errors.
13. Good project control factors are the factors that improve project opportunities in the future, and there is no such system project will eventually be paralyzed and discarded.
14. Don't underestimate the project control, just as you know if there is a problem, but don't mean you solve the problem.
In summary, project control and collaboration is a trick that needs considerable learning. You may have to make a lot of mistakes, but if you follow these guidelines, you will reduce how many students learn.
