"MSP is what" MSP certification for successful project group management

Compared with project management, project group management is to achieve the strategic goals and benefits of the project, and a group of projects in a unified and coordinated management.

Project Group Management

Program management is the core of the project. On a single project for daily project management, program management is the overall control and coordination of multiple projects.

Program management is not directly involved in the daily management of each project, the work is focused on the overall planning, control and coordination, to guide the specific management of each project (indicating the role of project management in the enterprise-level multi-level project management System and objectives).

The new concept

Project Group Tube Management (programme) is a relatively new concept, as the extension of the concept of the project, its meaning has not yet achieved a consistent understanding, different scholars, organizations have different understanding of it. In the literature [1~6], PMI's project-based linkage suggests that a program is a set of interrelated and coordinated projects that can be used to gain the benefits that a single project cannot achieve. Gray, from the point of view of the project cluster , considers the project group to be a project aggregation only for the purpose of coordinating the management or integration of the report at the strategic level. ferns points out that the program is managed in a coordinated manner, by organizing the structure and process of the relevant projects to achieve greater overall benefits than individual project management. There are also scholars and organizations that associate the definition of a project with the definition of a project portfolio , such as N P Archer and Fghasemzadeh, which propose that the project group is managed by a portfolio of projects and changes the organization to achieve strategic significance. Thiry is defined on a strategic basis: A program is a purposeful collection of all change actions (including project and operational activities) to achieve strategic or tactical benefits. There are also scholars who define a program as a. is an organizational framework for clustering existing and some of the projects that will be carried out, based on the organization's strategy of establishing a common Japanese-standard system that is interconnected to suit the internal and external environment of the organization. Ultimately create value beyond the sum of individual projects within a cluster .

Characteristics

Multiple projects

A program consists of several items that occur simultaneously or partially. These projects ask each other, have a certain logical relationship, or are not logically related, but have similar characteristics. A logical relationship is not a necessary condition for a project, and the postponement of one project in a program may affect another project, such as a project in the famous Apollo program, or it may not affect another project, such as the east, Central and western projects of the North-South Water Diversion project.

Unified Strategic Objectives

means that the program has a clear strategic objective . The multiple projects that make up the program, while having specific goals, are generally serving the unified strategic objectives of the project group . For example, the east, central and western projects of the north- South Water Diversion Project are designed to address the overall goal of North China's shortage. Multiple projects that do not have a unified strategic goal can only be counted as a portfolio (Project Porrfolio), not a program. Therefore, in the program should not be the goal of each sub- project successfully completed, the overall goal is fragmented results.

Unified Configuration Resources

refers to the systematic and reasonable arrangement of resources within the scope of a project. Because of the unity of the goals, multiple projects may use the same resource at the same time, or the same resource can be called for several different projects. It is necessary to allocate resources rationally between different projects on the basis of the rational allocation of individual project resources and from the perspective of the project group system.

according to the above analysis of the definition of the project group, we can see that there are significant differences in connotation between the project group and the project, and table 8-1 compares the two.

Basic theory

The theory of project group management is based on project management, including Integrated Management , Collaborative management , various application fields and general management theory. Because of the multiplicity, complexity and uncertainty of the project group, the integration management occupies a very important position in the project group, and it is the key to realize the project group management.

Make clear the difference between project management and portfolio management , first of all to understand the definition of portfolio management, portfolio management is to achieve a specific strategic business objectives, one or more combinations of centralized management , including the project, the project set and other related work, such as identification, prioritization, authorization, management and control activities. Portfolio management covers a broader range of project coverage than program management, for example, a group company covering real estate business, energy development, hotel management and many other fields, all of which we can adapt to "project portfolio management", a large-scale residential development for "project group Management ”。

Main research

Integrated Management

Integration can be understood in a general sense as two or more than two sets of features into an organic system, which is not a simple overlay between features, but an organic combination of features. That is, according to an integration rule of the combination and construction, the purpose is to improve the overall function of the system. The most basic characteristic of management integration idea is the overall optimization and dynamic development. The management integration uses the systematic thought, takes the system overall optimization as the goal, causes the system each element to assemble into an organic whole, and solves the management system problem comprehensively with the system as the object.

Management model

Integrated management should include three dimensions of overall integration, managing Organizations , managing elements, and the full lifecycle. Figure 3 is the basic model for the Integrated management of the program.

(1) Full life cycle integration under the project group environment

The whole life cycle integration, which is the integration of the project life cycle, refers to the whole cycle of projects implementation, from decision-making , design and construction, operation to post-evaluation, and through full exchange set-up in each stage.

(2) Integration of management elements in the project group environment

Project projects also have the scope, duration, cost, quality, human resources, procurement, risk, communication and other mutual influence and constraints of the management objectives. In the process of project implementation, these goals and factors are comprehensively planned and considered to achieve the overall optimization of the project.

(3) Management organization Integration under project group environment

The existing project management parties include owners, supervisors, designers, contractors, subcontractors, suppliers , etc., which are made up of independent contracts that form a transaction relationship. The lack of mutual communication and understanding between project participants, affecting the cooperation of all parties, is apt to lead to the pursuit of local optimization. The integration of management organization can fully explore the potential of the original project management organization system and improve the management level of the project.

Project

Implementation pattern Assumptions

The theory and basic model of project group Integrated Management provide a very good foundation for realizing the integrated management of the project, the following is the idea of the concrete realization mode of integration- -"6S" model based on generalized network planning technology.

Development direction

With the expansion of market level and scale, the involvement of project group management

Project Group Management

Expansion (including regional expansion and industry expansion), engineering contracting enterprises must take the road of project group Management.

The position of engineering contracting enterprises in the construction industry is determined by the location of the whole construction industry chain. Contractors in the construction industry chain can intercept certain "paragraph" as its scope of service, the world is the contractor has its value orientation, the owner also has the owner's needs, the contractor is always in a non-dominant position.

The project contracting enterprise is to provide service to the owner under the condition of the owner's intention and contract, which is the main characteristic of project management.

According to the value orientation of the enterprise, the management ability and business scope of the enterprise, the contractor can choose the different position, can do the professional contract, also can do the general contract of construction, also can do the general contract of the project. The contractor shall, through the promotion of management and service capability, lead the owners to entrust them with larger scope and larger contractual tasks. Let the project contract enterprise is engaged in the service industry, the project management constitutes its main business, all work is to take the project management as the center, revolves the project management the different level and the different aspect to carry on the work, through the project management effect realizes the enterprise management effect, this is by the project color industry characteristic decision. The owner acknowledges that the services provided will only have market and profit.

The design of the management system of the project contract enterprise should take the project management as the object, the management should take the project management as the main body, the management system of the enterprise should be the management of multi-project or project group, with the expansion of market level and scale, the expansion of market scope ( Including regional expansion and industry expansion), it is necessary to take the road of the project group Management.

Usually, the project contracting enterprise will manage several projects, these projects have their generality, also have their own characteristics. Common things are managed by the company's level, and features are managed at the level of the project department. Common things in good control, can save resources, improve efficiency. The special thing tube is good, can guarantee the project goal accurate realization.

Therefore, the management system of multi-project or project group should be the development direction of the management system of the project contracting enterprise. The management system of the company becomes the project group management system, and should become "two melts in one" or "belt three" management system. "One" is the Project management system ,"Three" is the quality, safety and environmental management system. Project management system will vary depending on the enterprise, because the size of the enterprise, capacity, staff characteristics, business scope of the differences will be very different, but should contain quality, safety and environmental protection three systems.

The effect of project execution is in the position of strict performance in contract execution, always in the advantageous position among the parties involved in the contract, and the effect of project management will be good. The goal of project management is to make a profit, which depends on reducing the cost and increasing the income of the person. Four important aspects of project management constitute a space pyramid, the top is the cost, is the company's interest in the benefits; The following support is the progress, quality, safety and environmental protection, they are a spatial interaction relationship. Safety and environmental protection is the contractor's social responsibility , progress and quality is the contractor's contractual responsibility. Under the premise of guaranteeing the progress, quality, safety and environmental protection, the construction cost represents the competitive ability. The effect of the economic efficiency of the best, in the quality of the standard and reasonable and in line with the company and contract quality requirements, in progress to meet the company and contract progress requirements, safety, environmental protection to meet the requirements of Shi and practitioners.

Project management of engineering contracting enterprise is synthesized by project management at the company level and project management at the project department level.

Two project management level of the division does not have a rut, you can choose large projects, small headquarters, can also choose small headquarters, large projects. These two levels are divided by the company to make decisions, but two levels of project management together must be a complete project management system , and external exports should be placed in the project department at this level of project management.

But the project department and headquarters of the Project management division of labor, interface and other operational environmental design, the goal of pre-planning, operational support system and regulatory system department is a key link.

Regulation is necessary, and support is necessary. The project support system is done well, the project operation efficiency will be high, otherwise the operation efficiency will be low. Regulation is a combination of timing and phasing, when regulation, what is regulated, and to what extent, must be clarified beforehand.

Periodical supervision is necessary to be clear, in the process of project operation supervision is effective, but at the same time is easy to be biased, only the periodic supervision and evaluation will be more comprehensive and accurate. Therefore, it should be a principle of the project supervision system to combine periodical and irregular examination and supervision. The project is controlled by the combination of unscheduled and phased supervision at all levels of the company. However, there is scope for the project to be flexible. The supervisory system should also pay attention to risk control, and also pay attention to the evaluation of control effect. The control effect is good, must have the return to the project management layer, the control effect is poor, must have the corresponding responsibility to investigate. The regulatory system should not only allow the special operation of the project, but also maintain the unity of the corporate brand, while the protection of the brand of the enterprise must respect the characteristics of the project, because there is no two a project. In addition, to control to ensure that the company's unified image, to ensure that all projects together to create a corporate brand.

"MSP is what" MSP certification for successful project group management