Project Manager shares experience in IT Project Management of Shenzhen Stock Exchange

The IT Engineering Department of the Shenzhen Stock Exchange (Shenzhen Stock Exchange) has hundreds of projects each year. Different projects correspond to different project managers, and each project manager has different skills and experiences.

How to make the project managers better, faster, and more cost-effective to execute and complete the project is a challenge for the leaders of the Shenzhen Stock Exchange. In the past 10 years, the Shenzhen Stock Exchange has been exploring, trying, and improving, and finally formed a complete project management system and mechanism suitable for itself.

As a PM responsible for the Project Management System of the Shenzhen Stock Exchange, the author and the system have been "human-machine harmonious coexistence" for nearly eight years. In the spirit of communication and sharing, the author hopes to share his successful experience in IT project management with you, so that more project managers can use professional management tools to help organizations improve their management level, they will also be freed from the chaotic "war" state.

I. Make it engineers no longer confused

The IT Engineering Department of the Shenzhen Stock Exchange has a group of people who work hard on code every day. They play different roles in the project, in its role, it contributes to the success of the Shenzhen Stock Exchange IT project.

Although they are busy on various fronts every day and face different systems, their implementation of the project will not be confused. Relying on a complete set of project management systems and mechanisms formed by the Shenzhen Stock Exchange in the past 10 years, from the proposal of project requirements, to the approval of the project application process, to the implementation of project monitoring, quality inspection, data analysis: each stage of the project completion project has a clear process definition and a clear output template for reference.

The Shenzhen Stock Exchange regularly organizes system training. The training content is not only limited to the requirements of regulations, but also provides specific instructions. Arrange experienced colleagues to share and teach on-site the tools required in the project management process. It engineers only need to perform the project step by step, most projects will succeed-the so-called success here indicates that the user is basically satisfied and delivered on schedule. The Shenzhen Stock Exchange Project Management Mechanism architecture can be visualized as a pyramid:

Ii. Ten years of building the SEP System

The project manager is one of the key stakeholders of project success. Because different project managers have different management skills and management methods, to ensure that all project managers have core project management skills, using a common process and template, the Shenzhen Stock Exchange did not hesitate to invest a lot of manpower organizations in preparing a SEP (szse Engineering Process Shenzhen Stock Exchange Engineering Process) system. This system is mainly applicable to the Engineering Process Improvement of Shenzhen Stock Exchange. The system is derived from the standards such as cmme and PRINCE2 and the engineering practice experience of software R & D of the Shenzhen Stock Exchange.

In May 2007, with the launch of the process improvement project, the Shenzhen Stock Exchange officially started the construction of the engineering system. With this project, the Shenzhen Stock Exchange passed the cmmi3 assessment in November 2008 and passed the second Assessment in November 2011;

In November 2014, the system was further optimized, and the system was relocated from software engineering process to szse engineering process, and local pilot work was started;

System application training and promotion in December 2015, mainly applicable to application R & D projects;

In 2016, the system ran a full interview on application R & D projects and started the cmmi5 evaluation. Other procedures in the system are still under construction.

During the past 10 years of construction, relevant personnel continuously summed up the previous successful experiences of the Shenzhen Stock Exchange Project, learned the lessons of failure, thoroughly studied the theory of project management, and learned from the practical experience of other enterprises, finally, it formed a unique Engineering Process Management System of the Shenzhen Stock Exchange, which provided necessary system support for the success of the project management of the Shenzhen Stock Exchange.

SEP system construction history of Shenzhen Stock Exchange

The improvements to the SEP system mainly include but are not limited to the following:

◎ Requirement lifecycle management
◎ Full lifecycle management of application software development projects
◎ Full-lifecycle management of basic community projects
◎ Project Group Management/Global Project Management
◎ Product management
◎ Outsourcing Management
......

Iii. customized items Project Management Tool System

To do well, you must first sharpen your tools. The SEP system not only focuses on the formulation of relevant procedures and templates, but also introduces the Blue cloud software project management tool, which is named as items (it Engineering Management System) project Management System.

In the process of use, the customer constantly raised improvement requirements and customized many functions. Now, it has become a daily tool for all staff involved in IT projects of the Shenzhen Stock Exchange, in the process of using items, the requirements for SEP system management are implemented.

At present, the system has implemented demand management, project management, resource management, combination management, supplier management and other modules, and its functions are constantly improved.

Items System

Iv. Perfect Integration of items tools and SEP System

After summarizing the causes of many project failures, we found that the lack of necessary project management methods is one of the main causes of project failure.

The so-called "no rule" is not a square, and the maximum benefit is achieved in the shortest time. One of the most effective methods is to establish a mechanism and process so that everyone can familiarize themselves with the process and get used to the process; second, quality control is provided in the process to ensure the output quality of personnel.

With the help of items tools, the Shenzhen Stock Exchange allows all participants to learn the operation procedures, familiarize themselves with the procedures and habits of the procedures, so that the implementation of the SEP system can be efficiently implemented and implemented to improve the project success rate.

1. Different requirements and differentiated management
In the SEP system, different project types are required and different management methods are required. The Shenzhen Stock Exchange divides projects into waterfall, iterative, continuous release, and general projects according to their development types.

When the demand is clear and relatively stable, the project adopts the waterfall model. The iterative model is adopted for projects with frequent demand changes or unclear initial requirements. Continuous Release mode is adopted for projects with long-standing small demands and fast delivery requirements. General project models can be used for research projects such as planning, consulting, testing, Environment upgrade, Tool construction, Project outsourcing, and project task tracking.

2. strictly define the project scale
There is also a strict definition of the project scale. The total workload of the project is more than 100 person-days or large projects involving key services, and the remaining are small projects.

Major differences between large and small projects are reflected in the project deliverables, deliverables review, and processes. For example, a large project requires a confirmation process and a project approval process, while a small project requires a confirmation process to be reflected in the approval process; each stage of a large project has a required deliverables, while the deliverables are cropped to a certain extent in the process definition of a small project. For example, a small project does not need to compile a project summary report.

3. project management methods should also be differentiated
Project management methods should also be differentiated between large and small projects. The larger the project, the more comprehensive methodological guidance is needed. However, no matter whether the project is large or small, each project methodology must contain three core processes: planning, preparation, and implementation. Through a set of preset goals and development routes, some specific and measurable reference tools are available in the project control process.

4. Quality control is indispensable
The perfect combination of procedures and tools in addition to tool functions that need to meet the rules, there is also a very important thing, that is, quality control. No good rules, no inspection, cannot be completely implemented, and the SEP system is no exception.

The Shenzhen Stock Exchange has a professional QA Team who regularly checks the compliance rate of the project process, raises quality problems, and urges the project manager to improve the compliance rate. At the same time, they are also responsible for organizing Sep system-related training for all members. Each training will provide a comprehensive introduction to a part of the system procedures and guide how to use items for implementation, relevant skills required for the production of process deliverables will also be taught and guided by professionals or senior personnel.

Summary:

After completing cmme, the Shenzhen Stock Exchange cooperated with the blue cloud software in 2009 and developed easytrack to build the items project management platform of the Shenzhen Stock Exchange based on the actual business of the Shenzhen Stock Exchange. It has been in use for more than seven years. No success is accidental. tools are the foundation of successful project management. The success of Shenzhen Stock Exchange's IT project management mainly lies in the organic combination and use of regulations and tools. At the same time, timely check compliance rate and timely correction.

Judging whether a project management system is good or bad is not just a piece of text written on paper, but more importantly, a test of practice, compare the gaps between the actual and expected results after the procedures and tools are used, summarize the rules, and improve the project success rate. I hope my sharing will inspire project management personnel.

Project Manager shares experience in IT Project Management of Shenzhen Stock Exchange