Determine the project objectives
how can a project not have a goal? think about it, is your project clearly targeted? will there be several goals? is there a consensus that we all agree?
the project should have only one main goal, and too many goals can be distracting. exceeding the two main objectives will make it difficult for the team to distinguish its priorities in future work and create a sense of loss when certain goals are not achieved.
if some goals are thought to be incidental during the project, let it come naturally, and don't make it a goal of the project in the first place. subdivide goals into detailed tasks (sub-goals) as much as possible, unlike multiple goals, each of which is aligned with the principle of unity around one center and does not conflict with each other.
more importantly, the goals are aligned. be sure to reach an absolute agreement with the company leader and customer (if relevant to the customer) on the issue before the project begins, and then communicate this information to all relevant people. how to describe is not the main issue, can be directly communicated, submitted a special report, of course, it is best to elaborate in a formal plan.
Clear responsibilities and authority
are there job titles, project appointments? yes, that's best, study carefully and clarify the responsibilities and authority of management.
there are some things you can do, some you want to do, and here's to be clear about what you're responsible for - specific things may require the assistance or empowerment of others, but the responsibility is yours.
as a manager, be clear about what rights you have and how to use your authority so that you know what strategies you can take. the right is very big, can be more majesty, but to notarization; clear documentation is good, direct communication is good, in short, it is best to determine before the start of the project to do and can do.
Familiar with the workflow
Usually companies have specifications for project management, such as iso9000 or cmm or other established specifications, that should bring their project processes into line. before you start a project, you should find out if some of your habits conflict with company norms. if there are some good practices that are outside the specification, you can combine them in your project, or propose and modify the specification, but not as a reason for violating the specification.
sometimes specifications can be reduced or adjusted as permitted, but the foreword is that you need to know what the specification is first. the process you understand will be implemented in the project, so make it compliant from the start. documents and other submissions that need to be generated are specified in the general specification, and it is recommended that the documentation required at each link be established at the beginning of the project so that it is not necessary to look around and not miss out when needed.
Master the technical points
If the project is to determine the technology to implement after the requirements are clear, you can now ignore the issue. in most cases, however, a decision was made to use a technology at the beginning of the project.
"usually the project manager may not need very skilled technical skills because technical experts can be configured at the project team or company level, but the project manager should have some understanding of the technology that needs to be used - so that he can understand the problems and solutions described by other experts or senior technicians and then make a decision."
The project manager can make his own study plan according to the actual situation, which does not need to be published, but it is best to have a clear plan and follow it, otherwise he will always feel that he has no time to make up for the work when he is busy with various affairs in the future - which is normal because there is no time for it at the beginning. it's hard to be productive to always do things with the sporadic time that's left, so have a plan for what you should do.
Understand the human condition
people are actually an available resource, and the reason for considering them separately from other resources is to think that this is the most important element. the use of people in a general project is phased, but what kind of person is needed should be determined at the outset, unless the use of what technology has not yet been determined, the person is determined to be phased.
Identify the people skills required for the project, understand all available personnel information, and select the right people to form the project team based on your needs - ideally, almost never seen. however, this applies as a principle.
First of all, the role of the project team organization, should consider the company's provisions, current technical capabilities, project time requirements and other factors to design the role of the project team, to determine the responsibilities and competency requirements of each role. in fact, it is also based on experience, there is no formula available.
Then from the human resources department, each project team to understand the situation of available personnel, if the personnel is established, you can also understand the information of the assigned personnel, know more about some other personnel, after all, you may have other options.
Finally, it is to see if the staff can be applied to the project team, which has a bit of a "by the map" taste, but not all, many times, it is not possible to directly find all the right people, so now not "perfectly suitable" people, not necessarily unavailable. if there is a gap then the corresponding training plan, the recruitment plan should be taken into account.
Of course, in fact, far from so simple, people are different from parts - according to the design requirements after assembly can be used, to make a team reasonable transport, play the benefits, is another topic of special.
Grasp internal and external resources
As far as possible in the early stages of the project to identify the resources needed, in addition to the human resources just mentioned, there are funds, equipment and so on. it is not enough to be clear about resource requirements, but to identify the providers of those resources. it is not possible to expect to submit a "resource requirements checklist" that will wait for the resources you want to appear at the time of planning, and the project manager must be clear about the means through which those resources can be obtained.
In particular, it is generally assumed that the customer is always the person who requests the project, but the customer is also often the person who can provide a variety of resources, such as test environment, special equipment, etc.
Develop a project plan
once all of this is done, you can begin to complete the project plan, and the actual project plan is a cured representation of this information. the reason why each job is done as an independent task, rather than including the work of making a plan, is to avoid the situation of rushing to complete the plan without fully understanding the situation. it's because the plan is important, so don't rush to write the project plan.
The first important principle of making a project plan is practical: the plan should be reasonable and feasible, write a plan that everyone feels good about, not necessarily a good thing, should take full account of the current capacity, project risk and other factors to work out an actionable plan. the second principle of planning is step-by-step detail: it is difficult to refine all the phase plans at the outset, and you can set the timing of the phased plan and refine the plan, and then refine only the content of the most recent steps. the third principle of the plan is clear description and no disagreement.
The project plan is best not a person to determine, otherwise it is necessary to fully communicate with the main relevant personnel after the discussion. final plan must pass a careful review, by all relevant departments, personnel approval.
No comments:
Post a Comment