Discussion on software project management cost

I haven't written a blog for a long time, and I feel a lot unfamiliar. Today I have been pondering the software project management cost to communicate with you. As an enterprise, we must put profits first. Otherwise, there will be no way to survive, not to mention expansion. However, in today's highly competitive society, an enterprise needs the following to survive:Two advantages:

1. Enterprises have products that are highly competitive, and the foundation of the enterprise;

2. The cost of products must be low enough to enhance the competitiveness of competitors.

How to increase the competitiveness of the above two aspects is a constant headache and headache for every enterprise, and how to control the product cost of the enterprise.?

Management costs fall into the following three categories:

1,Decision cost: It is mainly the cost that enterprise management should consider when making decisions. Enterprises must compare and select different solutions for production and operation activities, investment activities, and financing activities, and then select feasible or optimal solutions for specific implementation.

2,Control Costs: After the enterprise's solutions are determined, the division of labor between departments and units is required to cooperate with each other to complete the tasks determined by the solutions. To achieve this goal, the management needs to develop various budget indicators and standard costs, and integrate all departments and tasks into the budget system by decomposing and implementing these budget indicators and standard costs, promote various departments to improve work efficiency. At the same time, compare the actual completion of employees in various departments with budget indicators and standard costs to identify existing problems and promptly correct them to ensure the achievement of the objectives. In the control phase, accounting personnel should not only participate in the formulation of budget indicators and standard costs, but also take advantage of the cost information they have mastered to control the whole process of production and operation activities. The core of the control cost applied by management accounting is budget cost and standard cost.

3,Cost of liability: The results of various activities of an enterprise must be reflected by the income it receives and the cost it spends. In order to effectively evaluate the operational performance of each management layer, it is necessary to assess all expenses incurred. According to the principle of "who is responsible and who is responsible", the evaluation is based on the responsibility costs of each management layer. Because only the evaluation based on the controllable costs is appropriate, the core of the responsibility cost is controllable costs.

The same is true for software projects. If a project's project manager does not understand how to control the project cost, it is a disaster for enterprises. Let's talk about my views on the cost of software projects:

1,Decision cost: Mainly reflected in the identification of project demand boundaries. If a project has been carrying out borderless and ambiguous needs, this will cause a lot of manpower and time to keep falling into the same demand, increasing the actual cost of the project. Demand decision-making requires the project manager to study and think deeply before the project development. The current development requirements are of high priority (high, high, General, and indifferent ), reasonable and low-cost work arrangements.

2,Time cost: The competitiveness of each product must first be reflected in time; otherwise, the market will be preemptible by other competitors. It is very difficult for you to replace a product. In terms of software projects, it is best to carry out batch operations with conditions, which also helps the R & D team improve their business and greatly increase the project's time cost. Otherwise, the R & D team is tired (with less confidence) and the time cost increases.

3,Personnel cost: Every enterprise has a lot of employees, and everything needs to be reasonable. Otherwise, the R & D personnel will be dispersed and the system will not be closely associated. In domestic software companies, the technical staffing tends to be, that is, a technical cool (Technical Director, strong technology, responsible for technical training and research ), three senior and intermediate Engineers (mainly focusing on core business development and more software-related business experience), two junior Engineers (focusing on function implementation and technical implementation experience ), however, some foreign-funded enterprises are different. The difference lies mainly in mature demand teams with foreign-funded enterprises. However, domestic private enterprises generally do not need to separate demand R & D. If the above is too large, the technology is too biased (1. Technology is not the soul of software, many powerful companies still use very backward technologies; 2. Customers will not pay attention to the technologies used ).

Therefore, project managers must look at the above three types of cost considerations to be good for the boss as a parent of the software project management team, otherwise it is not a high project cost, it is to make the project distorted (the Business Core is primary and secondary ).