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ensure software development quality and improve software development efficiencyAs long as the process is clearly defined, the project manager will be able to ensure that the project's development direction is aligned with the final goal. Broadly speaking, to control the development of various types of projects, the first step is to focus on 10 key processes.
I. Life cycle and MethodologyThe life cycle and methodology of the project is the discipline of the project, which outlines clear boundaries for the project to ensure the project process. The life cycle is primarily the coordination of related projects, and the methodology provides a consistent and consistent approach to the project process. The life cycle is usually composed of the phases of the project (including: Start, plan, execute/control, complete), or the repetition cycle of the work. The details of the project life cycle will typically change with specific business, project, and customer requirements. So even in the same project, there are a number of possible changes in the cycle. The requirements for work detail, document management, project delivery, and project communication are reflected in all aspects of life cycle standards and assessments. The stages of large projects are generally much longer, while small projects have fewer stages and fewer assessment points. Similar to the life cycle, project methodologies are also easy to project, with a high level of attention to detail. The approach to product development projects often involves what tools or systems are used and how they are used. The methods of information technology projects include version control standards, technical document management, and various aspects of system development. The project approach is often not determined by the project team and is set by the company for all projects. In fact, the project team does not have much choice. The method set by the management of the company represents authority and is a way for you to gain control over the project as a project leader. When considering the role of a project approach, always take into account the effectiveness of its management of the project personnel, that is, where problems may arise in the area of positive effects.
Ii. definition of the projectA clear project description determines the control of your project, as all of the work is described in the following context. Regardless of how and why you are describing it, you need to define your project in writing so that the project parties and the project team can refer to it at any time. The form and name of the project definition are various, including: Project charter, proposal, project data sheet, work report, Project rules. What these names have in common is that the project manager and other relevant parties convey their expectations of the project from the top down. A clear project definition also includes the following: • Project objectives Statement (a short paragraph of text, a high-level description of the project deliverables, durations, expected costs, or manpower) • Project returns (including the return of a business case or investment analysis) • Use of the information or customer requirements • Define the scope of the project and list all expected projects Results • Cost and time budget objectives • Significant difficulties and assumptions • Describe the project's reliance on other projects • High risk, required new technologies, major issues in the project try to incorporate as much specific information as possible into the project description or charter and make it available to the project manager and related parties.
III. Contracts and procurement managementNo matter how much influence and power you have in your organization, you will have less impact on project members who are employed by other companies. While it may not be universally applicable, you can try not to outsource project work, which is a skill to improve project control. Re-check the overall procurement process before considering enabling the contractor or the external consultant. Look for people who have experience in drafting service contracts and who can help you. It takes time and effort to build a successful outsourcing relationship, which needs to be done early. In order not to mistake the project duration, you must timely do all the details in place, all contracts signed in time. What part of the project deliverables are you planning to outsource, and the refinement of this part of the work is your starting point for implementing project control. Document these refinements, assessment and acceptance criteria, all relevant requirements, and necessary time planning. The project definition information must be included in the contract, the relevant responsibilities are determined early. Discuss these requirements with all the suppliers you are considering so that your project expectations will be clear between the parties.
Iv. Project planning, implementation and follow -upAs a project leader, you can build a foundation for project control by developing strong planning, tracking, and execution processes. To enlist the support of all sides, and then fully promote within the project. Involve project team members in planning and tracking activities, which can help you gain support and increase motivation. Wise project leaders often encourage participation in a wide range of processes and bring together the power of everyone through the process. When people see that their efforts and contributions to the project are affirmed, the project quickly becomes "our project" from "their project". Project control is much simpler when project members are committed to project work. Project management is more likely to succeed at this time than an indifferent team. Using the project management process also encourages collaboration among project members, which makes your project control work easier.
v. Management of ChangeThe most concentrated aspect of a technical project is the lack of managerial control over specific changes. To solve this problem, you need to enable an effective change management process across all aspects of the project. The solution can be simple, such as a flowchart approved by the project team, the project organizer, and the stakeholders. This reminds the project staff that changes are carefully examined before they are accepted and that the threshold for change proposals is raised. When reviewing proposals for change, it is important to note whether the proposal has a clear picture of the changes in place. If the motives of the change proposal are not clearly described, the proposal is to be called back and a quantitative assessment of the benefits of change will be required. For change proposals that are confined to technical solutions, make a few more question marks, because the sponsors may not be able to judge the problem comprehensively. If the change proposal focuses too much on the solution of the problem and does not focus on the actual problem, call back and ask to focus on the specific business situation. Finally, if a change proposal is not accepted, it must be justified. Moreover, the project time, cost, energy and other related factors affected by the reasonable estimate.
VI. Risk ManagementThe risk management process allows you to develop comprehensive planning, identify potential problems, agree on solutions to risk problems, and eradicate serious problems. To do more with less risk management, it is necessary to work with project planning at the same time. When undertaking the project work breakdown arrangement, pay attention to the inappropriate understanding of the project activities, identify risks when assigning project tasks and carrying out evaluations, lack of resources or lack of project resources, or when project work depends on one person, know the existence of risk. Analyze the difficulties that the project will encounter and encourage all involved in planning to envision the worst and potential difficulties during the planning process.
Seven, Quality managementQuality Management provides another set of project structure of the process, to ensure that the work of the project leadership requirements of a non-landed implementation in place. The quality standards of the project are divided into two categories: the global quality standards applied in the industry, the quality standards unique to the company or the project. If your company is implementing or accepting quality standards, be aware of the requirements that this standard has for you and your team. Specifically, these standards will include the ISO 9000 standard or Six Sigma. It also identifies quality checklists, quality control processes and related requirements, and integrates them with your project planning. The written steps, reports, and evaluations that must be followed by the project are a powerful impetus for the team members to Unison. The standard is more effective than your temporary requirements. The quality management process also links the project requirements to the customer's voice. No matter what you say, as long as the delivery of customer or user requirements, you have to emphasize. Market research, benchmarking, and customer interviews are good tools for assessing and documenting user needs and determining the value of a project's requirements.
viii. Problem ManagementProblems in the course of project development are unavoidable. In the early stages of the project, identify processes for project issue management in terms of resources, durations, priorities, etc. Strive for the team to support the timely discovery, tracking, problem-solving process requirements. Establish a tracking process to document current issues. Problem logging information includes: problem description, problem characteristics or performance (for communication), start time, responsible person, current status, estimated end time. The process of dealing with the problem to be solved is simple, including the process of listing new issues, periodic review of the issues to be solved, and ways to deal with old problems. For project leaders without too much organization management, the power of the problem tracking process is to allow them to grasp real-time information about the status and progress of the problem. Once the responsible person has committed the time limit for the problem resolution, you can publish any variables in the problem resolution process. Anyone who is a member of the project or a member of another project or department is reluctant to put his name in question at any time. The disclosure of the list of issues gives the person who holds the list a certain degree of influence and control.
ix. decision-makingProject management is always decision-making, and fast and appropriate decisions are critical to project control. Even if the project leader has control, a well-developed collective decision-making process can still be beneficial, as it will be better to have more internal support for joint decisions. Decision making in project work is not easy, and the complex views in the project team make decision making more difficult. The problem-solving processes identified by the project parties can simplify the decision-making process and take care of the requirements of each party. Set up a decision-making process with your project team as early as possible, or adopt existing processes or make appropriate changes to existing processes. A good decision-making process can provide strong support for your project control. The process should include the following steps: • Clearly state the issues that must be addressed. • Involve all members who need to participate in decision-making or who will be affected by the decision to participate in the decision-making process so that team support can be sought. • Review the project statement with the project team and revise it as necessary to get a consistent understanding of each member. • Brainstorm or discuss decision-making criteria (e.g. cost, time, effectiveness, completeness, feasibility). Select the criteria that are relevant to the plan objectives, executable, and available to the project parties for decision-making purposes. • Work with the project team to determine the weights for each standard (the sum of all the standard weights is 100%). • Set the time frame for the decision, and specify the timing for the investigation, analysis, discussion, and final decision. • Brainstorm to generate as much decision-making ideas as possible within a specified time period. Multi-party development of ideas that are acceptable to the entire project team. • Screening by way of collective voting, at most six items are identified for specific analysis. Analyze their fit to the decision criteria. • Rational treatment of objections arising in the discussion. If necessary, the decision-making criteria can be increased. • Sort these options according to the evaluation and weighting criteria. • Consider the result of using the first option. If there is no objection, end the discussion and start implementing the decision. • Write decisions to files and communicate decision results to team members and project-related aspects.
10. Information ManagementProject information is a very critical resource and how to manage it deserves careful consideration. Some projects use websites and Web servers, or information management systems, to store important information about a project. Some projects use groupware to maintain project files and provide services such as e-mail. No matter how you store your project data, ensure that all project members have the information they need at any time. Store the most recent project files in a convenient location, mark them clearly, and delete them in a timely manner (except for outdated information).
Project Management Ten processes
