Project Manager desk manual Study Notes

The concept of a project: a project is a one-time task with a clearly defined start and end date, a specific scope of work, a budget, and a specific performance level. Zhu LAN, a Quality Expert, defines a project: a project is a problem to be solved by a plan. This definition makes us realize that project management handles problems on a large scale. Stakeholders: Any person who has an established interest in the project, including customers, suppliers, contributors, project investors, managers, and local residents when the project involves public facilities. Customer: Users of project delivery results. Project initiator: the person who actually executes the command. Project Manager: persons fully responsible for ensuring that the project is completed on time, on budget, according to the scope of work, and according to the required performance level. Project management: plans, schedules, and controls the activities that must be performed to achieve the project objectives. Project work must be completed in the following circumstances: P-to achieve the expected performance. C-within the scope of cost and budget constraints. T-on time. S-the size of the specified work range. C = f (P, T, S) cost is a function of performance, time, and range. C = 2 P + 3 T + 4S components of the project cost: manpower, important equipment, and materials or materials. Brooke's Law: adding people to a project that has been lagging behind may lead to a project lagging behind. If you always follow the same method, you will always get consistent results. A project generally consists of 4-6 stages. Each stage is a concept, definition, design, development or construction, application, and post-evaluation. For a 4-stage model, each stage includes concepts, plans, executions, and termination. There are two traps in the project life cycle: one is that the concept is defined as the project. The first is to summarize the advantages and disadvantages in the post-evaluation phase. People who do not know the history are destined to make the same mistake again. The Personnel System is placed at the bottom of the pyramid because it forms the basis for everything else. The project manager must handle all personnel issues: communication, team building, conflict management and resolution, incentive and dirty political issues. Interpersonal Skills: persuasion, influence, negotiation, and even begging.

 

 

Project management is a professional method for analyzing a job. Any project, regardless of its content, size, and complexity, should follow this analysis process.

 

Consider a research and development project, which can be processed as two projects: the first research project, which has an independent goal, deliverables, project team, and so on; the second is a development project, there may be different goals, deliverables, or even different management practices.

In my understanding, the project requirement analysis stage is the first stage, and its task is to define the problem.

Project management Step 1: confirm the concept. The concept is rough, so the next step should be to develop the problem and determine the problem.

Step 2: Develop issues, prospects, and missions. The problem-making method determines the possibility of a solution. Therefore, different requirements may have different designs. If the requirements are imperfect, the design will certainly fail. This fact shows that it is especially important to define the problem correctly before any plan is made.

Step 3: generate the selected project strategy. As the saying goes: there are more than one way to punish cats. For many projects, more than one civil project can be used to achieve the required results.

In technical projects, mature technologies can reduce risks. cutting-edge technologies can increase risks but gain a competitive advantage.

Step 4: select and evaluate the strategy. A strategy must pass the following four tests to be considered appropriate:

Step 4A: Can the performance, cost, time, and scope requirements be met?

Step 4B: Is the risk identified acceptable? In this way, risks are not only identified but managed.

Step 4C: Is the result acceptable? When an action is taken to solve a problem, the incidental effect may occur, which is the unintentional result of the action.

Step 4D: Has the strategy passed the position analysis? One side of the position analysis diagram helps the implementation of the project, and the other side may hinder or hinder the implementation.

For the position analysis, we can use three methods to deal with the identified strengths:

(1) strengthen positive forces to make them greater than negative ones;

(2) Find a way to avoid negative power;

(2) find a method to weaken or eliminate negative power.

The most useful way to combat power is to try to fix them and find a way to eliminate them.

Step 5: Are all the above factors acceptable?

Step 6: develop an implementation plan

This step determines what to do, who to do, how long to do, how much to charge, and so on. The most important thing is to decide how to convert customer needs into solutions. In this phase, the work breakdown structure is implemented, and the progress is developed with CPM and PERT, resources are allocated, responsibilities are assigned, and control systems are formulated.

Step 7: Do each stakeholder think the plan is feasible?

Step 8: sign the project plan and create project notes

The stakeholders sign the plan, indicating they agree to the plan. This indicates that they agree to start the execution plan.

Step 9: execute the plan.

Step 10: Is the progress correct?

As the work progresses, the execution should be monitored. One of the main monitoring tools is Earned Value Analysis. Only when the performance goal is met can we truly use Earned Value Analysis. That is to say, only when the customer's requirements are met can we think that the goal is achieved. Remember this is very important.

Step 11: Is the definition feasible?

This check point ensures that we try to solve the correct problem, not the wrong problem. If the answer is no, all data in the model must be returned to step 2.

Step 12: Is the strategy feasible?

Step 13: Is the plan feasible?

The plan has not been followed. In many cases, the reason is that there is not enough resources. If so, new resources must be added; otherwise, the project plan should be re-implemented. Note: You can add resources by adding additional personnel or working overtime.

Step 14: Have all the work been completed?

Step 15: perform a final summary experience check

We should conduct a summary experience check before the project is actually completed. The purpose of the check is to master what is done well and what can be improved to make progress in future projects.

Step 16: end the project

Write the final report and place project notes containing all documents in the central document.

 

From: http://www.cnblogs.com/bailq/archive/2010/04/07/1705908.html