Tuesday 7 December 2021

How to Improve practice to dividing Project to managers

In the previous article, we talked about how to drive the project management of enterprises with OKR, this paper discusses how to divide the projects in the process of project management, how to break down and implement the work to each project member.

Project division

When an enterprise divides a project, it can divide the project into three levels, enterprise, department, and group levels (the same as the goal division principle), depending on the complexity of the project, the scope of management, and so on, and then match the goals at each level to the project.

We know that a goal (okr) set by an enterprise has multiple key results (kr) that measure the completion of a goal, and that the project is the vehicle for okr execution. therefore, the goals of each project should correspond to the key results in the goal, of course, the goals and key results are different in complexity, so a key result may correspond to multiple projects.

Once you understand the principles of project division, the next step is to clarify what work can be managed as a stand-alone project or which types of work can be divided into the same project.

Let's take a look at the definition of the project:

A project is a temporary effort to complete a unique product or service. (temporary means that there is a set start and end date planned; uniqueness means that the final result of the project is not duplicated)

The definition of a project gives two key points for distinguishing between projects: determining the time and unique results, and meeting both of these points of work we can manage them as a project.

Based on this, we summarize four types of work that can be managed in the form of projects:

  • cross-unit, cross-sectoral work project ;(e.g. construction projects, machinery manufacturing projects, etc. need to work together across units or departments)
  • projectization of complex activities organized by a single department manager ;(e.g. research and development project management in the product development department)
  • involves multi-person collaboration, decomposing tasks of the work project ;( such as the operation of an online activity needs to be developed, design, operations and other departments of colleagues to complete together)
  • projectization of activities with a fixed deadline and a budget ;( such as a mission or an annual meeting organized by the personnel administration)
  • the form in which the project exists

Creating a project can be divided into four steps:


as with an enterprise, a project must have clear objectives at the beginning of its establishment or creation;

2. Identify the products, services or deliverables (kr) produced by the project or provided to the customer

once the project objectives have been set, it is necessary to analyze the work to be done to achieve them or to measure the criteria for achieving them;

3. ensure that 100% of the work is covered;

the scope of the project ensures that all the work required to complete the project is covered;

4. further refine each item of 1 and 2 so that it forms a logical subgroup of order until the complexity and cost of the work elements become plannable and controllable snap-ins;

It is important to note that each project has clear objectives and completion times, and that work in the same or different departments can be managed as a project as long as there are clear objectives and set completion times;

Work decomposition

Dividing a project simply determines the scope of work for each department or team, but how each member of the department or team is organized and how to ensure that all work is accountable to the person is a priority for the department or team leader.

The task decomposition method commonly used in project management , the work breakdown structure (wbs), is used when disassembling projects.

A work breakdown structure (wbs), a deliverable-oriented grouping of project elements that summarizes and defines the entire scope of the project's work, with each drop representing a more detailed definition of the project's work.




that is, in the work decomposition, do not miss, do not repeat, decomposition of the work independent of each other, and the granularity is fine enough, can not be further decomposed;


That is, the breakdown of work to be specific (Specific), quantifiable (Measurable), achievable (Attainable), relevant (Relevant), time-bound (Time-bound), each work must be departmental and human responsibility, must have a principal person in charge, and the assignment should be specific to the individual rather than assigned to the group.

(3) visualization principles

you can see each detailed work hierarchically, so that each member of the project knows their scope and objectives;

(4) the granularity of the task should be fine enough to facilitate the application of duration, quality, cost and other means

(5) the decomposition level should not be too much, to four to six layers is appropriate, the lowest level of work unit cost should not be too high, the duration should not be too long

However, there is always a gap between theory and practice, clear work decomposition of ideas and principles is one thing, really work decomposition is another thing.

Here to give you a little advice: in the actual work decomposition, if there is no clear work order, thinking, you can break down the original work, the more the decomposition of the work content more clearly, when the work is broken down to a certain size, you can put the work into charge of the person responsible for the work, and by splitting different levels, different particles, you can better link the work.


Whether it is to divide the project and the goal of three levels, or the work of a single project decomposition, ultimately is to refine the work clear responsibilities, so as to improve the overall efficiency of work, save the cost of enterprises, which is why enterprises to carry out project management.

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