Party A repeatedly chooses the wrong option and Party B finally leads to project brute-force attacks.

Party A repeatedly chooses the wrong option and Party B finally leads to project brute-force attacks.

14:24:27

I belong to a group company in a manufacturing company. The headquarters has an IT department. projects generally implement third-party software. Therefore, projects are not internal non-software projects (such as system establishment), but implementation projects.

My position is project management. When I do my own project,
It also involves projects of colleagues in the management department. I have a lot of experience in project management, but I like to share my failure experience, which is growing faster.

One project, five snatching, and two Elimination

I have participated in a group-level project, and the President attaches great importance to it and business departments. The project is completed in two phases. The first step is to select a supplier. The process is extremely long and tortuous. It was selected from last March to October. Although we selected a vendor for bidding, the results were discussed by people in the IT and business departments, rather than the formal approach to rate and then publish the results on the spot.

Vendors A, B, C, D, and E are the first to communicate with each other: A has been famous for a long time, but seems to have the least experience in our project. B is a venture capital company, rapid development: the number of customers in the industry has increased from 400 to 1500 in a year, ranking second in the number of customers in the industry. C is a small company; D is a small company, however, the market share is the highest; E is a big company, and experience is acceptable.

In the first round, although e was large, I learned from my friends that e had declared a failure in a project in a company, and everyone would not dare to ask for it. Company C is a small company with a general experience. We don't really understand what people are talking about with a strong accent, and the technical architecture is not very good. There is also very old content in it. Therefore, E and C are basically eliminated in the first round.

In addition to business capabilities, what else does a good presales require? Excellent communication skills and good image-not necessarily beautiful, but a very professional and elegant look (white-collar, backbone, and elites.

Party A takes a fancy to Party B, but party B does not

During the previous period of communication, my leadership took a look at Company D's pre-sales and asked him to be the project manager and the sales director of Company D agreed. In the second round, the leaders recommended Company D to the business department and negotiated with Company D. It seems that everything went well. We sent the acceptance notice signed by the leadership to Company D, and Company D immediately sent the project manager to do the demand research. But the problem is coming soon.

① D the project manager sent by Company D was not a pre-sales person who had promised at the beginning, but another person with poor communication skills. After talking with the customer for a long time, he was not quite clear about it and the response was slow.

② Company D wrote in the bidding documents that there are Oracle products, but in actual communication, it was found that Oracle products are still under development and should not be available until at least three months.

③ This is the most important point. We hope that the suppliers can work on the site directly, implement the requirements, and sign the contract after the detailed requirement research is completed, and determine the exact difficulty and scope of the project, the time will be delayed for a month. Suppliers also need to work when the contract is not signed. However, suppliers feel that they can only conduct a simple requirement survey and use it as an appendix to the contract. They must wait for the contract to sign before entering the site.

My leadership is very concerned about supplier selection and management. Later, I realized that at first he pressed supplier C and asked not to sign the contract. He started to work after obtaining the Letter of Acceptance. In fact, he was not arrogant and he had his reasons.
Party A does not show Party B's sincerity during the observation period

After my first requirement survey and my first visit to the project manager of Company D, I immediately reported the three problems I found to my leadership. He immediately realized the seriousness of the problem.

① Company D did not send the original promised person to one of the eight elders of the company. The general communication skills indicate that Company D is probably no one. As mentioned above, D is a small company, so effective human resources must be a problem.

② Company D has fraud. My leadership remembered that the documents promised by Company D had been delayed twice. My leadership was a very rigorous person and he began to doubt the integrity of Company D. When we call Company D to ask what is going on, their initial attitude is credit.

③ All bosses do not want to do anything well, but to make everything controllable. Controllable failures are more necessary than uncontrollable victories. My leadership asked the suppliers to enter the market without signing the contract. It was a blow to the suppliers and they were controlled by my leaders. But don't get it wrong. It's not bullying, It's just controllable.

Leaders need to educate me and control suppliers. At the beginning, we must suppress the pressure and make them obedient, but promise things must be done. In the project process, we must cooperate with each other and avoid bullying suppliers, we recommend that you negotiate with others in a friendly manner. Suppliers are controlled to avoid bias at key points. On this issue, the leadership did not hold supplier D down.

So question ② became an excuse for question ③. The white-paper and black-Paper D could not run, and we recalled the letter of acceptance. At this time, d ran to apologize again, and promised that he could sign the contract first, and said that the project would be followed. For four days, we did not respond.

In fact, in the past four days, my leaders are still observing Company D, but Company D does not know that only sales call and shout slogans every day, "We are still working on your project. We are very sincere. "No one of the project engineers can see either the document or the email. At last, the leader gave up his mind and thought that Company D was not sincere, So Company D was completely killed.

This shows that for Party B, things do not seem so desperate in many cases. If you want to save anything, express your sincerity. If the technical staff of Company D really contact us and work hard during the last four days, I believe that Company D still has a chance. Only Company D gave up on its own. The so-called "self-help" is helpful, and Company D gave up. We have no reason to stick to it.

The reselect of Party B is still wrong.

There are two companies A and B left. At the beginning, the business department and I liked supplier B, so the leaders obeyed our wishes and chose B. However, unfortunately, the leader and B are involved on the issue of whether to come into service in advance (the interests of Party A and Party B are different, and problems may occur on this issue ).

After that, the leaders had a quarrel with the executives of Company B, and everyone collapsed. We recommend that you change to supplier a again, but for many reasons, the business department selects supplier B. After that, the project fails due to many problems. From the source point of view, selecting the wrong supplier is the root cause.

I will tell you the standards and causes for the selection of suppliers by the leaders, and give some reference to Party A and Party B.

① The high-level relationship is good. This is to achieve the first goal of leadership and the supplier is controllable. Don't be surprised. Several of my bosses prefer this principle.

Several methods are commonly used for guidance. For example, the supplier implementation consultant calls the supplier's senior leadership in front of the implementation consultant at the beginning when we are not obedient, the implementation consultant had a bad breath. At this time, if the supplier's senior management immediately apologized and followed by a fierce fight, then the supplier is basically controllable. On the contrary, the supplier is very dangerous.

Of course, there will also be a requirement to enter the market in advance. My leadership is to break through the bottom line of the supplier, but as mentioned above, the Leadership absolutely abides by the commitment.

② The project resources are clear and excellent. No matter how big a supplier is, there must be a lot of people in it, and good companies also have bad implementation consultants. The company's management may not be able to keep up with each other. It is often because the project has been postponed and the customer cannot bear it before being discovered. Companies in the industry are often engaged in large-scale projects, and their success or failure is often attributed to several people working on projects. The most important of them is, of course, the project manager.

③ Pay attention to cases. Every company has a methodology. If there is more, there is absolutely nothing new. Methodology must be implemented, so the case is the embodiment of methodology and a large number of company qualifications. We often spend more time understanding the supplier cases.

④ The company's growth and stability. These are two conflicting elements. Growth is certainly to keep up with the development of our company, but to grow steadily. For enterprises with venture capital, the common problem is that they are developing fast and management cannot keep up. Our project is suffering from this loss and no one cares.

Enterprises that have quadrupled in one year are worthy of consideration by Party. Of course, If Party A is large enough and no company dares to despise you, this problem will not occur. However, Party A is generally large, and its training for new employees is insufficient in the development process. A newbie becomes your project manager because there are many large projects and insufficient people. (It168)