Keep pace with the times in project management-

In process improvement, how can the Project Manager strike a balance between meeting the organizational improvement requirements and ensuring the project progress? First, the project manager should do his own ideological work well, have confidence in process improvement, have determination, and have patience. If coordination is the daily work of the project manager of 80%, the process improvement increases the difficulty of the Project Manager. Profit is the foundation for the survival of an enterprise and the goal pursued by the enterprise. Therefore, the progress of R & D projects basically cannot be concession due to the implementation of process improvement by the enterprise, and only a small range of adjustments can be allowed at most. So, how can the Project Manager coordinate the contradiction between the progress and the goal of process improvement? If you want to coordinate others' work, you must first clarify whether the conflicts between project progress and process improvement are irreconcilable? According to the analysis above, the ultimate goal of the project is to create profits for the enterprise. process improvement can reduce the enterprise's operation costs, improve the process efficiency, and ultimately convert the process to the enterprise's profit, therefore, the two are consistent in the final goal, and the Project Manager can maintain confidence in the correctness of the implementation process improvement. However, in the short-term goal, process improvement will inevitably involve changes in daily work methods. For example, the software industry needs to collect data, compile documents, and strictly review and manage version systems when implementing CMM, this will consume manpower and time. At the beginning of the implementation process improvement, we usually feel the decline in production efficiency. The decline in a wide range of production efficiency will affect the progress of the project. The increasingly fierce market competition will not relax the demand for timely release of the project, so the two-way squeeze pushed the Project Manager to the center of the conflict. How can we reduce this pressure? Many enterprises are aware of this problem. Therefore, the timing for large-scale process improvement is generally to carry out internal optimization during a period of slightly blocked industry development, from reducing operating costs, increase enterprise profits in process improvement. A little reduction in the market pressure. After the transfer of organizations at all layers of the enterprise, although the discount was made when the project team arrived, the higher-level organizations were prepared to reduce the efficiency of the project in the initial stage of process improvement, this is the opportunity for the project manager to breathe. At this time, the project manager needs to make up his mind to take this opportunity to improve his project so that enterprises, products, and individuals can all benefit from it. It is not enough to achieve success, because the inertia of the original work mode and the difficulty of process improvement will make success only a dream. The obstacle can be ruled out only by the belief that success is essential, win the title. At the beginning of the process improvement process, the project manager can coordinate with the owner of the process improvement personnel on how to incorporate the process improvement into the project progress as soon as possible, it is the best time to digest new processes in daily work. However, the project manager cannot be eager for success or success, and he wants to achieve it all at once, or he can not fantasizing about perfectionist. Process improvement is often compared to the habit of changing an individual. It can be seen that the difficulty lies in long-term persistence. The Collective Behavior Change of a team should also consider the cooperation and progress of each member. The results of Project Team process improvement are often determined by the most difficult process or members to improve. Therefore, the project manager needs to be patient, otherwise, the good intentions will be ruined by incorrect operation methods. For example, a software company needs to try PSP (individual software process) in a team for process improvement ). The first-level content of PSP includes individual time management and fault management. In terms of time management, it is necessary to accurately record the daily work of each person, with an accuracy of up to minutes. During the trial process, you need to completely change the working method, record the time when you start working, and record the interruption time. Calculate the effective working time every day after work, and enter the log. Gradually, some people began to "take a short look", and the time precision was reduced from minute to hour. the enthusiasm of the superiors gradually disappeared because they did not see positive feedback and good prospects; the project progress is under increasing pressure, and the team is the first to decide to abandon the improvement members to create a split for the purpose, and the situation is out of control. In the end, the PSP trial had to be declared as a failure, and everyone went back to the original form. Everyone breathed a sigh of relief: "You can live comfortably !" As for the benefits of process improvement to the company, it has long been left behind by their own painful experiences. Another company decided to implement process improvement within the entire company. project tracking also included the daily management of employees, and time data records became an integral part of daily work. However, it is based on the granularity of half an hour, requiring everyone to fill in the workload every day, and fill in weekly work reports every week. In this way, each person can increase the workload by no more than five minutes every day. Each weekend requires no more than half an hour to communicate with the superior manager, report the progress of this week, and formulate a work plan for the next week. In fact, such communication is necessary for project progress tracking and provides a factual basis for employee performance appraisal. Therefore, the opposition cannot be justified. The process improvement that involves the daily work of employees is a clever solution. Although the time is not as accurate as PSP, the new process can survive and has proved the feasibility of this method. Based on the principle of continuous improvement, I believe that the problem of time precision will gradually improve. From the two examples, we can see that the implementation process improvement step is too large, and it may be better to move forward step by step. The project manager needs to maintain patience and perseverance throughout the entire stage and gradually approach the goal of improvement. The idea is streamlined, and the project manager must be good at coordination, engage in more theory and practice, and actively cooperate with the process improvement work to minimize the impact on the project. There are many types of process improvements. Taking requirement change control in CMM (software Maturity Model) as an example, each requirement change must be approved by CCB (Change Control Board. Therefore, CCB meetings become a kind of daily meetings. Projects with mature processes are used to CCB meetings every day. The speed of handling changes is also very fast, with one meeting every minute. In some projects, the CCB meeting often takes an hour, that is, handling more than a dozen change requests. Why is the difference so big? Only when you attend such CCB meetings can you solve the problem. The former chairman of CCB read a change title during the meeting. If there is a conflict that requires coordination, everyone should speak. Otherwise, they can directly assign a person to handle the change, which is as fast as a pipeline operation. In the latter meeting, the Chairman of CCB read the title of the change. Basically, some people have asked to describe the details, and some people need to introduce or even describe the details. Then, people from all parties began to think about the impact of the change, comments, and coordination positions. When we come to a conclusion, ten minutes have passed. How can this problem be solved without delay? However, in view of the pressure on enterprises, CCB meetings must be held, so participants began to complain about the impact of CMM on work efficiency. But why can the former easily hold CCB meetings? When asked about the CCB Chairman, his answer was very simple: "Before the CCB meeting, we need to analyze the changes, but the meeting is just a decision ." In this way, the CCB meeting in CMM requires representatives from all aspects involved in the change request to make a joint decision on whether to approve the change based on its attributes and scope of impact; if the application is approved, the relevant personnel will be designated for handling. This has a premise: What is this change? People from all parties involved in the discussion have long understood it clearly, and no one needs to discuss it here. The impact of this change on this party has also been clearly analyzed, therefore, they can quickly make a statement, coordinate, and make decisions during the meeting. Otherwise, it would take several minutes to introduce and think about how it would take. If you still need "out-of-site factors", then the meeting will actually start. Therefore, the key lies in preparing for the meeting so that CCB can improve efficiency and achieve the process improvement goal. From this we can see that the implementation of process improvement requires the correct theory and the flexibility of the design process personnel, So we need to think more about how to achieve the effect of process optimization. This is often not something that experts who are familiar with process theory can come up with, but are good at learning new theories and adjusting their project manager strengths in practice. Process improvement is endless, and project management is no exception. In addition to the project management rules described in the traditional textbooks, the project manager must keep pace with the times, learn constantly, and try to innovate to stay ahead of the competition. This is also a personal process improvement!