Thoughts on the operation of software project companies

Customized software development project companyThe operation is relatively complicated because of the uncertainty, reusability, and market maturity. Main embodiment:

A. Conflict between the pre-planned delivery cost and the uncertainty required.
B. Gap costs cannot be controlled.
C. complicated internal assessment system construction.
D. Personnel Management is difficult, irreplaceable, and cost-demanding. And so on

How to build a relatively feasible internal control system and market operation system is a problem that many project-based companies that have been developing for a period of time need to face directly, enterprises that are expected to run stably are even more important. My personal opinions are as follows:

 

1. positioning the enterprise's development goals and stages. I personally think that project companies can position their profits based on the distribution of profits, namely, the strong management stage of the project profits for survival; the strong management stage of the customer profits for development; and the industry profit period for maturity. This category is mainly based on the development history of domestic enterprises. However, when positioning, enterprises should not absolutely split the three contents. Three considerations should be taken into account to ensure the orientation of the enterprise and the positioning of the customer. The establishment of goals is very important for the construction of the enterprise's assessment focus, to ensure the development of the enterprise in the target direction.

 

2. Market Construction. From the perspective of the development process, software customization project companies are generally divided into software outsourcing companies, industry solution companies, or a combination of the two. The development model of mature product companies can be used for reference. mature product companies generally mine products, customers, industries, and customers. From this perspective, software customization companies are still in this category. Based on this process, or the direction of construction, there are two common practices: select a project, select a customer, and then select industry replication or general technical component replication. This method is generally suitable for enterprises with limited resource investment and the current direction is not very clear. The second approach is to first set a direction, select a model customer, and invest resources to explore this part of the market. Different choices vary with the development stages of the enterprise, and the market selection opportunities and practices are different. The first type of enterprise generally focuses on Project profit assessment and belongs to the development period of the enterprise. The investment is also relatively cautious. In this case, the company's market generally adopts the combination of professional sales and information collection sales. The market promotion mainly focuses on word of mouth.

 

3. Operational System considerations. If it is an internal operating system, it is better to say it is a bigger one, called the internal governance structure. Although the organizational structure of a software-defined development project-type company is vertical, the project itself is in the form of a matrix. Enterprises need to integrate resources, it will inevitably break the boundaries of Department management and realize the management of company-layer resources. At the company level, it is necessary for an enterprise to establish a management system and organizational structure. The supporting operating mechanism must fully consider the enterprise's reality and market choices. This mechanism is first built on the choice of enterprises, and there is no 10 thousand-level mechanism. This is in connection with the positioning of the second point above. The operating system has many different choices because of its different positioning and market conditions. I will not explain it in detail here. From a practical perspective, I believe that after the implementation of the basic internal division of labor, we will do a good job in two aspects: open-source market and cost-saving delivery. From the perspective of market selection, the current situation of enterprises needs to encourage more profitable projects to enter the Enterprise. From the perspective of delivery, the profitable projects must have more profits, the cost-saving project is small, and the loss project is small. Build an enterprise's operating mechanism based on this idea. At present, many enterprises are building delivery systems. To meet the needs of assessment, they need to implement mandatory Department management and move personnel in departments. Such assessment units are fixed and various indicators can be clearly issued, however, management cannot promote the development of enterprises to a higher level, and cannot form company-level delivery and resource barriers. At the same time, you cannot directly look at cost management, and the final formation of personnel performance cannot be determined. From the market perspective, if an enterprise has not yet entered the complete industry replication stage, the above delivery arrangements can be used for reference. This delivery system is weak in departments and strong in projects. Project delivery is used as the assessment. Department staff are assessed based on the cost and amount of completion. At the company level, basic gross profit can be managed to achieve idle staff, public stalls, sales costs, and the company's target profits. The benchmark for project-level cost establishment can be different. There are 35% and 45% differences in the industry.

 

4. Internal Control Cost Management. The Cost Management of a project company is relatively complex. It mainly reflects the project cost control, the cost allocation of the company, the budget rules, and the coordination of the company's development. Difficult project cost accounting mainly involves multi-project operations, and the difficulty for departments or companies lies mainly in the allocation and idle allocation of personnel. The execution of the budget and the dynamic change of the actual project. At the same time, new costs may be incurred to achieve the internal cost measurement. Therefore, in terms of internal cost management, it is best to handle it later and supervise the front-end. In terms of the company's allocation, the marginal profit of the company should be determined, and the full process of budget execution should be monitored.