Four key control points of IT Project Management

According to the survey, only 37% of IT projects are completed within the planned time, and 42% are completed within the budget. The root cause of low IT project success rate is that IT project management is a system project, which requires the project manager to have certain organizational, decision-making, communication, business, and technical capabilities, it is also necessary to strictly control the time, cost, quality and risk of the project by using multiple means. How can we improve the IT project success rate?
 
　Key Control Point-1 Project Time Control

First, it is necessary to clarify the project expectations, do a good job of demand research, and formulate feasible project objectives around the company's core business processes. This goal cannot be ambitious and comprehensive, the purpose is to meet the requirements of the core business process. Content that has little or no relationship with the core business process will be delayed or will not be built at all, focus business expectations on goals that are easier to control and quantify. Project implementation is fully centered on this expectation, which is also the most important point in project implementation.
 
Secondly, information projects are system projects that require full collaboration among multiple departments and links. Delays in any department or link will prolong the entire project implementation cycle. Therefore, efforts should be made to tackle the "short board" that affects the project progress, so as to promote consistency with other aspects of the project and work together to effectively ensure the implementation cycle of the project.
 
Once again, information-based projects often have a long cycle. Therefore, we need to develop "daily and daily high (?)" for the project implementation stage (?)" Project time assurance mechanism to ensure that the project has a clear goal every day, in order to effectively control the project progress.
 
Finally, because of the wide scope of information projects, the large number of participants, the varying quality of personnel, and different project grasp, therefore, before the project starts, participants and even senior management personnel should be trained on Project popularity, and relevant project training should be conducted on the project ...... As the saying goes, it is necessary to sharpen the power of each participant to effectively improve the project implementation efficiency and ensure the project implementation cycle.

　Key Control Point 2 project cost control
 
First, information projects are the application of IT technology in enterprise business. Their development and implementation are based on the project requirements put forward by the business department. However, due to the long time of project development and implementation, this often happens. After the system development is completed, the business needs have changed, and the project has to be re-developed. The main factors that affect the project cost.
 
The reason for this situation is that the project team did not have in-depth research in the early stage and did not fully grasp the development direction of the real needs and needs of the business department, the business department has a deeper understanding of the application of the project in the business. To control the increase in costs due to changes in demand, the project manager should not only conduct more in-depth project research in the early stage of the project, but also increase the training of business personnel, let them have a deeper understanding of the project before the project application.
 
Second, in the project implementation process, various business-related application requirements come together. The increasing project requirements will increase the project budget, this forms another important factor that affects project costs. In this case, the project manager should treat the problem differently. If it is necessary to help implement the expected project and improve the project implementation effect, this requirement should be adopted even if it affects the cost of the project and the implementation cycle of the project. This is a useful supplement to the project. If the requirement has little or no relationship with the project expectation, then, we should resolutely abandon it.
 
Therefore, accurate project expectations should be made prior to project implementation, clear project development tasks and scope should be defined and strictly implemented, and the cost increase of such projects can be effectively controlled.
 
Finally, another major source of informatization project cost is human resource cost. Therefore, while looking at hard costs such as hardware and software of the project, we cannot ignore the soft cost of human resources. Effective control of project implementation time, rational allocation of human resources, and avoidance of waste of human resources are the key to controlling this cost.

　Key Control Points: Quality Control for three projects
 
The quality control of information projects includes two aspects: one is the quality control of IT technology itself (hardware, software, system), and the other is the most important one. It is the quality control applied to enterprises. For the former, we can consider it according to national quality standards, but for the latter, there is no unified standard and it is difficult to implement quantitative control, but in any case, the subject of an information project is an enterprise. The only criterion for testing the application of IT technology in enterprise quality should be the implementation effect of the project in the enterprise. Therefore, to control the quality of information projects, we must:

The final effect of an informatization project is reflected in the application of the enterprise. Therefore, it is not a good solution to adapt to the actual situation of the enterprise, even if the technology is advanced and the architecture is stable. This requires the enterprise's project manager to evaluate the adaptability of the software company (implementer) after obtaining the project solution provided by the software company (implementer): on the one hand, evaluate the technical route of the project solution and other enterprise projects. Information Projects are system projects that affect multiple levels of enterprises. Therefore, they are not independent, but closely linked to other projects. If the technical routes of each informatization project are inconsistent, the information flow between informatization projects may fail, and the data interfaces may be inconsistent, thus forming an "island" of various information. On the other hand, evaluate the degree of integration between the project solution and enterprise business. The end user of the information system is the business department. Therefore, the project scheme must meet the business needs of the enterprise and be easily integrated with the business processes of the enterprise. On the basis of fully meeting the business needs, improve the business level in a planned manner.
 
The construction of informatization projects, with both periodic evaluation and project acceptance, generally takes a long period of time, and the results of informatization project construction also need a certain amount of time, therefore, if the acceptance and evaluation of the project are concentrated after the project is completed, the project may bear excessive risks. The implementation, application, consideration, and improvement of informatization projects can not only help the project manager to carry out quality control during project implementation, but also effectively reduce the risks of informatization projects.
 
Document tracking of project implementation. during the project implementation process, the construction (use) Manual is prepared based on each stage of implementation for document tracking, after the project is completed, it is finally summarized into a unified project construction (use) document, which can help the project manager to grasp and supervise the project quality.
 
　　Key control points 4 Project Risk Control
 
Risk Control for informatization projects can reduce uncertainties in the implementation process of informatization projects and effectively improve the success rate of informatization projects. Because the core of the informatization project is to provide application services for the enterprise's business through IT technology, the risks of informatization projects mainly come from the following three aspects:
 
First, technical risks, technical architecture, technical capabilities of software providers, and implementation experience of the project implementers form technical risks of information projects. In order to avoid technical risks of the project, the project manager of the enterprise should, on the one hand, select the software provider with strong development capabilities and the project implementer with rich experience and excellent services; on the other hand, we should also grasp the consistency between the technical architecture of the project and the technical architecture of other enterprise information projects. In addition, introducing third-party professional consulting, supervision and project evaluation is also an effective means for enterprises to avoid technical risks.
 
Second, application risks: informatization projects are applied to enterprises, and the adaptation level between enterprises and businesses, the degree of integration, and the impact of project implementation form the application risks of informatization projects. Before project implementation, the project adaptability evaluation can predict the degree of integration between the project and the business of the enterprise, and effectively predict the problems arising after the project application, and study the solutions in advance. during project implementation, while implementing and applying, You can monitor the project implementation and application effects at any time, solve problems in a timely manner, and effectively avoid project application risks.
 
Third, implementation risks, which are derived from the uncertainty of time, cost, and quality in the project implementation process. To reduce this risk, the Project Manager strictly controls the project's time, cost, and quality through the organization, decision-making, communication, business, and technical capabilities.