[Post] Project Management

Project: 1:1 carriage.

Project Manager: it is like an experienced coach.

Project management: marchef is driving a carriage with three horses on the way to the destination. Simply put, it is the target management.

Three horses: a successful project is like a three-horse carriage. A horse is "time", a horse is "effect", and a horse is "cost ".

The essence of Project Management: the time required for "quick" completion is faster; the effect of "good" completion is better; the cost required for "saving" completion is less.

After seeing the above terms, I can understand what project management is. The experience of our predecessors tells us that almost 90% of project managers can be competent in the essence of project management, it may not exceed 50%; the project managers who can make full use of the essence of project management only account for 10% at most. some people may not be convinced. They think it is an alarmist, but they just use data in disorder. Which of the following is the fastest horse-drawn carriage, two horse-drawn carriage, and three horse-drawn carriage? Or, as a project manager, you must first ask: What is "good "? What is "quick "? What is "Province "?

"Good" for project management"

In project management, good means good, bad means bad. For its definition, the first piece is to see if it is useful. "Useful" and "usable" are two different things. Many "usable" things are not necessarily "useful", which involves objective value issues. For example, when you see a car running on the streets of a bustling metropolis with traffic jams and difficulties, it is a hero to drive a sports car. Is this sports car a good car? Of course. But in the objective environment of urban streets, is it still not a good car? Of course not.

In the past, I had a watch with a Shanghai Brand. I had to manually wind it up, but I couldn't wind it up. I stopped every two days. Later, I used a sports electronic table in Guangzhou. The price was only one of the dozens of copies of the table in Shanghai. It not only does not need to be chained, but also supports second-Based Timing and automatic waking, and night vision. Which of the two tables is better? We all know that the latter is more useful and the latter is better. Therefore, in project management, the definition of "good" is "useful" rather than "usable ".

The second condition of "good" depends on whether it can achieve the original goal. If the purpose is to represent the progress, the car is better than the bicycle; if the purpose is to exercise, the bicycle is better than the car. In daily life, someone asks you to buy an egg. Although the eggs and duck eggs are not the same, they can be mixed up. In terms of project management, If you want eggs, but it turns into duck eggs during delivery, this is not a successful project. To avoid such errors, the project manager must first clarify the requirements of the project results during project planning. Work with the customer to set a project plan. By the end of the project evaluation, we perform operations according to the customer's needs, even if it is a "good" thing.

All good things must be simple and easy to operate. I remember that when I used to promote Motorola's LCD digital products to the Chinese market, I planned on-site activities for the high-tech Fair because the activities were too complicated and difficult to operate. Later, I came up with a way to ask each model to take the card instead of the product, so that it is simple and easy to operate. From the definition of "good" in project management, "good" is simple and easy to use ".

It can be seen that in addition to being useful and useful, the product of a project also has plasticity and scalability. The former indicates its functions and can be changed as necessary. The latter indicates that in terms of time, it can not only last but also expand. Last year, the product positioning of the Yundang bone treasure was not just as simple as calcium supplementation. It was important to nourish the bones and use "love you and love your bones" as the main communication language, which increased scalability. For a good project, the products it designs must be creative, scalable, differentiated, and flexible.

But what exactly does a good project mean? In other words, how do you know whether the project is successful or failed? You only need to ask: does the project evaluation result increase the company's income? Can the project result reduce the company's spending? Can the project results clearly make the customer feel the value-added services?

To achieve these three goals is a good project.

Fast Project Management"

So what is "quick "? In our daily life, "fast" and "good" are subjective rather than objective. Sometimes it is based on feeling rather than reason. In terms of project management, time is absolute, not by feeling. One of the easiest mistakes a Project Manager can make is to make predictions on the completion date so as to be as optimistic as possible to satisfy the requirements of his superiors. At the same time, we always use historical data or other people's experience to influence our pre-test, but we do not know that the objective conditions of each project are different from those of the external environment.

To meet the expected completion requirements, the project manager must understand how to divide a large project with a long time into different stages. In each stage, completion prediction should be made based on the different priorities of each stage. The more detailed the project is, the higher the accuracy of the prediction. This is common, but it is difficult to do it, because it requires careful planning and analysis. Planning and Analysis require brains, but not everyone can. "Fast" only has one point. If everything follows the plan, it will follow the fast principle. Otherwise, it will be unpleasant. Completion is fast at the time of completion; otherwise, it is slow.

"Province" of Project Management"

What is "Province "? Of course, saving money is not the most important goal in project management. How much should a project be spent. Generally, if the difference between the actual cost and the estimated cost is about 30%, it should be acceptable. If the difference is over 30%, the budget is faulty. In project management, the most difficult estimate is not the completion time, but the project budget. Project managers are under greater pressure in this regard. Therefore, when making budgets, they must face the reality.

A smart project manager should pay attention to the value of products rather than the price. I don't know how to use my brains in value. I only know the project manager who wants to pay for the price, focusing on satisfying the current situation. We know that there are two types of value: tangible value and intangible value. Frankly speaking, if a project has no tangible value as the background, the value of its existence will be very small. The three purposes of the project mentioned above, increasing inbound and reducing expenditures are tangible values, and enhancing services is intangible value. Projects with high tangible value are "Provincial" projects.

After the project manager understands that project management is defined as a vehicle, three horses are not too confused about the objectives pursued by the project. Any project manager wants to manage his project quickly, well, and cost-effectively. But in fact, not every project can reach this level. Sometimes, it is not necessary to reach this realm.

In other words, a fast, good, and economical carriage is more important than anything else. Of course, "fast" is the most important factor for general product market surveys and model market construction, because future projects can only be continued after the project ends. However, if any horse fails, the carriage will not run fast.

Project Crisis Management

When you encounter difficulties in special situations, you must take care of the overall situation. Many times, due to external and internal pressure, "crisis management" is inevitable. To be "willing", the project manager must understand at least six steps:

Step 1: understand the basic causes of project conflicts.

Step 2: reconfirm the purpose of the project.

Step 3: understand the environment and current status of the project in different time periods.

Step 4: Find other feasible methods.

Step 5: select the best method.

Step 6: Re-plan the project plan with the customer.

The purpose of the project is to increase the company's revenue, save the company's expenses, and increase the company's brand value. The success or failure of the project depends on whether the project is completed quickly and easily. This carriage is easy to control, and it is easy to use. Be sure to remember: projects cannot be taken lightly as they are small. Small projects must also be taken seriously, with assignments carefully, followed by team assignments, and services first. This gives customers a sense of value, small projects become big projects.