Differences between large and medium-sized project management

Differences between large and medium-sized project management

First, we need to define what is a large, medium, and small project. There are many problems in the real world in the traditional way of dividing large, medium and small projects by code lines, man-month, and project amount. Project Management Based on this will also be distorted. Let's change the criteria:

L whether the project is a project group.

L how much is integrated with the peripheral system.

L number of project team members.

L project amount (including the amount of software and hardware ).

Monthly estimate of 1 person.

L high availability and concurrency requirements for the system.

In this way, we can get a comprehensive measurement result as follows.

L small projects: the software cost is less than 0.5 million RMB, and the team members are 3 ~ Five people, less than 50 people, with a single project goal, no need to integrate with the surrounding system, general requirements for high system availability; team composition is relatively simple, it generally includes project managers, developers, testers, and project managers as well as architects.

L medium-sized project: The software cost is less than 5 million RMB, and the team members are 5 to 5 ~ 20 people, less than 200 people per month. The project group consists of less than 3 projects and needs to be integrated with multiple peripheral systems to ensure high system availability. The team composition is complex, it generally includes the Project Director, Project Manager, System Architect, requirement analysis personnel, developers, testers, and system integration engineers. At the same time, the project manager needs to coordinate resources with other departments of the company.

L large projects: the software cost is more than 5 million yuan, with more than 20 members and more than 200 members. The project group consists of many sub-projects and even uses project combinations, this kind of architecture requires not only integration with multiple peripheral systems, but also difficulty in system integration and high availability of the system. The team composition is extremely complex, it generally includes project directors, project managers, quality managers, pre-sales personnel, requirement analysts, system designers, system integration engineers, DBAs, developers, testers, and quality personnel, it also includes the company's leaders.

The division of large, medium, and small projects is a spur and alert to the company's decision-making layer, management layer, and Project Manager, because the project size is neither a simple superposition nor a process replication. The successful implementation of large and medium-sized projects depends on the following factors:

L the level of support provided by the company's top management and relevant departments.

L the project manager's own control, organizational and management capabilities.

L whether the division of labor and responsibilities within the team are clear.

L large-scale system architecture capabilities and difficulty of integration.

L progress control, management, and coordination between project groups.

Only by having a clear understanding of the features of the managed project can the Project Manager recognize the skills, knowledge, and experience of the Project Manager. What problems should the project manager focus on in the future? For the company's management, it is necessary to know whether the company's resources can meet the project requirements, and whether the company's current organizational structure can meet the requirements of project collaborative management, whether the company's personnel, finance, performance, and project management mechanisms can meet the requirements of large and medium-sized project management.

This article is from the book "IT project management ".

Book details: http://blog.csdn.net/broadview/article/details/6750539