For the above problems, the company's answer may be: "very small", "sometimes", "occasionally" and "this project looks a good idea". In fact, many companies have encountered many difficulties when transforming business creative into reality. Traditionally, the standards measure whether a project is successfully implemented is "on time, not budget and accurate". This standard has been too limited. New standards include these, including "to achieve expected revenue, support and adoption of shareholders". These standards are simple, but they are not easy to do. In project management, standards, budgets and adhesive targets, etc. are some from attribute variables. For example: Once decided to reduce the project budget, the time limit of the completion project will be completed. It is possible to affect the quality of the work. Conversely, improving the implementation of project implementation quality will increase the cost and time required to implement the project. However, the "new" standard implemented by the project is also from attributes. Enterprise managers should identify some key indicators in these standards, and accordingly, the project implementation is carried out accordingly. In order to avoid the various difficulties in the future, managers must take the most feasible and most grasped methods to design and manage projects. Many projects implemented by companies are from the business needs. In fact, it should be that only projects that can promote the goals of the company can be implemented. Many companies will regularly summarize their business goals, and constantly adjust for the goals for all causes. Therefore, approval of the project must also be adjusted for those adjustments. Approval to process and systematically regret that many enterprise approval projects often lack a systematic program to follow. As far as we know, many companies are often blind and casual when approved a project plan, and there is no planning and understanding of the objectives of the project. For example, a company decides to update an existing financial system. In the absence of analysis, this company will move the resource management system of another well-known enterprise, and hire a Huawei's help. The benefits of enterprises can have no clear analysis of the benefits that the introduction of new systems, and no redesign of implementing procedures. The company's expectations are not clear, and the completion time is not determined, and there is no key indicator for the implementation of the tracking project implementation. So what is the result? This project not only exceeds the budget, but it has not yet produced expected benefits. As a result, the company has taken more than a year of time to work. In order to implement this project, companies spend a lot of time and money, but there is no improvement in the efficiency of the company. The final enterprise finally restored the Yuanqi, but the total cost of project implementation is far exceeded. If the company can follow a set of well-strict processes when conducting project decisions, many of them can be avoided. Although various companies have different project identification and approval procedures, all companies can take the following steps to conduct a reasonable prior assessment of the project: formally evaluate potential projects. Control all proposed projects with the enterprise development strategy, determine if the goals of the two are consistent. Since the company's budget is usually fixed, it must be reasonably allocated, and the funds are concentrated in those project plans that can bring the largest returns to the company. Advanced management should formulate a reasonable allocation ratio. For those project plans that are both in line with the business goals, but also bring the biggest benefits to the company, they should begin to go to the second step. Perform feasibility analysis. Corresponding feasibility analysis should be carried out for each strategic development project. In the analysis, the income produced after the project implementation must make the budget input value. Feasibility analysis should include quantization estimates for the benefits and various favorable evidence. Once the high-level manager evaluates and approves the feasibility report, it enters the third step: formulate the project plan approval. Develop project plan approval. The planned approval should focus on the implementation of the project implementation on enterprises, the expected benefits of the project, the scope and objectives of the project, the specific cost / gain analysis, the output of the project, the impact on the process of the enterprise process, whether the inspection implementation is successful Key performance indicators and all related predictions and restrictions. The planned approval should be approved by the high-level manager review. This step should be carried out in the initial stage of the project's planning procedure.
The three major elements of the management program can open a good head for the implementation of the project. However, this is just the first step. To keep the target clearly during the project implementation, a manager must be developed to ensure that the implementation of the project does not deviate from the initial business goal. The management program is necessary for the effective supervision of project implementation. During the implementation of the project, it is necessary to strictly follow the requirements of feasibility analysis and plan approval. Many companies want to obey, regardless of the starting phase, eventually complete the goal of the plan. Recently, a company found that the situation is not always the case. This business decides to use a new, fully integrated system instead of existing systems. The administrative president of the company and the senior management personnel reviewed and approved this project, and the project implementation cycle was three years. However, the project has just been implemented for a year, and the administrative president and senior management of the company left. Also, the project implementation requires the first to promote a pilot of the new system. Unfortunately, the departments selected by the company do not have sufficient representation, so it is not suitable as a pilot. Due to the lack of appropriate management and supervision procedures for the project, the project investment will soon exceed several times the budget. When a new management team recognizes the severity of the situation, this project has completely lost control. As a result, the company has to temporarily stop the project implementation, making considerable part of investment into the east. The management program has a lot of forms, but mainly includes the following three key elements: Project internal management: Project internal management mainly includes details of micro-layer, such as resource management, workflow planning management, budget control and file management. Inside the project execution team, there should be a transaction office or a similar functional department for special management, and closely cooperate with the macro project external management procedure. Under normal circumstances, this part is not necessary to be responsible by the senior manager. Project External Management: Project External Management Programs require key situations such as project scope, overall timeline, budget, quality, risk, and problems. These situations are reported to the Project Management Committee every other, two months. The project management committee meeting is the main link between project implementation and high-level managers. Project managers also have to report the completion of the main performance indicators specified in the project plan approval. Third Party Management: In addition to direct supervision of the project, it is necessary to establish an independent supervision system. Regardless of how the project management team is working hard, it is always difficult to completely objectively objective to its projects and related risks. Therefore, it is necessary to hire some fair senior professionals to independently evaluate the project. The conclusion should be directly reported to the high-level management, and the control is reported to the project external management. The project management program is an important part of project management. Compared with the benefits, the additional expenditures (approximately 3% to 5 percent of the total budget) are less. This expenditure is probably worthwhile. Even if a complete approval system and management procedures have been established, it does not necessarily guarantee that the project implementation can be successful. Senior managers must actually be responsible and carefully supervise important projects. If the company ignores the supervision of the project, there will be several times that exceed the project budget and the completion period. For example, sometimes the project manager reports that the project has completed 75%. In fact, it is only a budget that has already spent 75%, and the real job is only 25%. When the project is approved, after the management program is determined, to ensure the success of the project, the high-level manager must be fully input and carefully managed. Moreover, since the external business environment is constantly changing, the high-level must be synchronized with the progress and changes in the project, and regularly listen to the objective and accurate report of project managers on project progress.
