Summarize the work of this half month after the new company (middle)

The first week of the round, finally let me at the beginning of the second week to take care of all the entry procedures. It also has a certain understanding of the main business content and organizational structure of the new company. The main function of my project office and the team (Project Management Group) is only to understand a fur, in Monday the old colleague gave me a string of departmental responsibilities and main work content, briefly summarize:

The project office currently has the following three management groups: 1. Program Management Group; 2. Project Management Group; 3. Business Research Group.

The program Management Group is currently responsible for the planning/budgeting management, assessment management, review management, cost management, and program management of the new System project. Specific matters include, but are not limited to, annual Project task plan, annual budget plan, annual/semi-yearly performance appraisal, company-level decision-making review (Project key point, major program), Working Group review, budget execution supervision, etc.

The main responsibilities of the project management team revolve around the daily management of the new System project, which mainly includes:

<1> Project scheduling: Coordinate to solve key and major issues, promote work to be implemented according to plan; Air China/Eastern Airlines put into operation

<2> implementation Supervision: Regular working group meetings, daily project supervision (schedule quality, risk issues), third party supervision

<3> Special Group docking work of the four major airlines

<4> Foreign cooperation: service procurement negotiation and implementation supervision, foreign specialized introduction and management, organization of foreign business/business/technical Exchange

<5> Monthly project supervision into the project monthly briefing for the Working Group for reference; organize new system Industry news report

The Business research group is mainly responsible for the discussion and development of the new system business plan and the customer strategy, the current work has just started, and for the time being I am not involved.

After summing up the job responsibilities, it's time to talk about how I actually worked this week. For the task before the team leader: to improve the monthly presentation of the project progress and cost of the upper view. I've gone through the bi-weekly and project briefings for the last three months on various product lines, and have made a simple analysis of project data in Visual project. found that the cost of the data is almost zero, the previous work in this block can be said to be blank, and currently even a suitable basis for the calculation is not. Progress indicators are relatively good, after all, a project start to plan, and the planning management team is now relatively in place, the new system for each product line of the year's tasks and progress baseline and double weekly progress is still there, I think the progress will be better management, at least not without a clue. The facts behind me tell me that I am too optimistic.

In view of the current situation of cost management, I can do only according to the experience and the current research and development center may provide data to make a data map, according to the product line will be the annual cost data according to different categories to collect summaries, combined with the current research and Development Center reported the product line progress, do a rough cost-progress deviation analysis. At the same time, in order to facilitate the leadership review, the upper view I use the first data to make three charts, respectively, the new system monthly cost input chart, the cost of each product line investment ratio Chart, the annual cost input and baseline control chart, the following simulation diagram:

Although it is possible to make the above analysis according to the current situation, the most critical problem is the data source. On the one hand, the big head of the current cost, that is, resources (labor costs) input and general IT companies are not the same, the developer's income is not divided into monthly, if according to the actual statistics, it is likely to cause a certain number of months (such as bonus) labor costs skyrocket, although this and actual, but in the project supervision is not normal On the other hand, the company implemented back-to-back pay system, personal income can not be counted. Therefore, I initially intend to take the average labor cost, different levels of engineers to calculate the corresponding annual salary, divided into 12 months, so from the year-round statistics and actual access is not very large. Of course, the specific data to the research and Development center of the financial and related personnel to obtain, in addition to the broad sense of cost (including hydropower office space), may also be on this basis to make a magnification adjustment.

In addition to labor costs, there are "cost of daily expenses" (Overtime, travel, reimbursement, etc.) and the product line "technical support" costs (outsourcing, outsourcing, technical services, etc.) need to be considered. The daily expenses accounted for a small proportion, the product line also made a technical support budget at the beginning of the year, the statistics are easier. The point is that individual expenses involve multiple product lines, and the need to design a cost-sharing rule with the PMO will piecemeal the cost and better reflect the chart.

The last part of the cost is "investment" and the hardest thing to deal with is here. In short, the money spent on this piece is due to become fixed assets into the company's account, and the general use of long life, if only as a cost into the purchase of the current year or even the account of the month, it is certainly not. I think for the time being not to count this part of the amount, a separate list, and consider the service life, according to the general financial practice of depreciation to the cost of the entire project life cycle, while considering some of the investment is as a future implementation of important resources, it is likely to not be counted into the new system project development costs. How to do this, but also with the research and Development center PMO and related personnel to communicate and then plan.

In summary, regarding the supervision of the cost, I have simply tidied up the moment. Next week to go to the research and Development center to understand the situation, the most worrying is that the data does not come, no data to monitor, this requires not only reasonable statistical rules and accurate analysis methods, but also the need to firmly implement the process and system. What we can do in addition to the establishment of a system, but also to the strong implementation of this system. During the initial phase, it is certainly difficult to add additional work burdens to the product line and project manager, so we have to be proactive in training and communicating the importance of cost control so that each product manager and even every developer is cost conscious. Bottom-up execution can certainly evoke huge changes.