Sunday 6 February 2022

What are the 3 cores of project management?

What is the core of project management? what exactly do we do to help us more easily implement project products with strong uncertainty and to work well with various related functional departments? my personal habit here is to divide the main work of project management into three major blocks.

1. identification and analysis

usually when we receive a project, the first thing we do is to identify and analyze the project stakeholders or project stakeholders. there are two words here, in fact, the english is a word, called save holder, some translated into called project stakeholders, some translated into called project stakeholders, some translated into called stakeholders, some translated as called stakeholders. but whatever it's called, it's a translation issue.

in short, when we receive a task, we have to first think about who this is related to, what is the attitude of these people to the project, is it support? is it against? or is it not about hanging high? by identifying and analyzing the motivations of different stakeholders for the project, we can only know what they think. why is this important? because the project manager is not doing his own work, he is organizing everyone to work, and you can't help but care about the environment. so if we must care about this environment, we are very serious about this environment from the beginning, analyze this environment, analyze who our project environment is related to, and what these people think.

second, closed-loop management

next, in the second block, based on our previous identification and analysis of project stakeholders, we will build a stage and set up a stage for the project we manage. this desk is a framework for our project process to be controlled. if we were to build a controlled platform for this project, there were usually four things we had to do:

first, make plans. all dry project managers must have a very important job, that is, to organize the project team to jointly formulate the project plan, in the process of formulating the project plan, we will not do the work behind to understand.

second, authorization. this plan was formulated to constrain all parties involved based on this plan. when different people in the project work together in the project, there is a problem involved, who has the power, who has the less power, who listens to whom, who has what power, and who does not have any power. so in this process, what empowers us to solve more is that when our different stakeholders work together in the same project, we must clearly define our respective roles, responsibilities and responsibilities. now that we have a project plan, everyone knows what to do, everyone has their own division of labor and authorization, and then everyone goes to work.

third, supervision. in order to ensure that in the process of everyone's work, we can know whether everyone is doing a good job, so we must establish a supervision mechanism. the purpose of the monitoring mechanism is to monitor the compliance of the project with the plan, and whether each person has fulfilled his or her role and responsibilities. and, if we find that something is not done well, or something is done that is biased, then we have to adjust.

fourth, control. build the ability to make decisions and adjust the direction and behavior of everyone according to the actual implementation of the project.

therefore, the second block of the core of project management is that we want to form such a closed-loop management process of planning, authorization, supervision and control, which can make our project process more controlled.

third, measure and improve

third, what are we going to care about? in the project process to do management, to do management to have a grip, of course, in the process of doing the project this grip may have a business gripper, a technical grip, here we are talking about the project management grip. the grasp of project management is called the evaluation index of project management. in other words, why we have to manage the project in the process of development, it must be said that it is because we know whether the project is well managed or not, if it is well managed, it is not managed, it is precisely because it is not managed well.

we want to know whether the project is doing well or not well, we have to have an evaluation method, and this evaluation method is what we call the indicator. usually, there are 6 indicators for general project management to do evaluation, that is, we say time, cost, quality, scope, risk, and benefit. cost budgeting, which is one aspect; the speed of time is one thing; quality, scope, risk and benefits, these things are called evaluation indicators of project management.

So usually in order to carry out good project management, there must be evaluation indicators, because there is no evaluation index, we do not know the project process, whether it is the final result or the result of the process, whether it is good or not, there is no way to measure, we have no way to manage. the purpose of the project management evaluation indicators is to help us index the status of the project from these 6 different perspectives. after indexing, we can manage based on indicators and can make improvements. then it's possible for us to really get the project to produce a good result.

The above is the core of project management is three blocks, first identify and analyze the stakeholders of the project, first to figure out the situation. second, on these related parties, we must build a stage for the project to be controlled, which includes letting everyone work together, implementing the plan before working, figuring out everyone's division of labor and production relations before working, and explaining to everyone how we will supervise everyone in the future before working, don't think that no one is in charge of you, you can do things at will, we have to have a supervision mechanism.

We have to have a committee to make a decision, and the concept of the decision is that if the work in the process of the project is different from the initial plan, the adjustment should be adjusted. where someone does something wrong in the process, someone always needs to break it back. in order to ensure that the previous closed-loop management can be done well, third, we must be able to measure and be able to assess, at this time we need the evaluation indicators of project management. after these three things are complete, the management of the project has such a foundation that can be managed.

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