—— The content structure of this article ——
Issue 1 7 2 Principle.
1. Interpretation of the principle.
2. Applicable scenarios.
3. Advantages and benefits.
Phase 2 Demand.
1. The original meaning of the word.
Second, the project requirements.
3. Category of demand.
Business needs. Technical needs.
Financial needs. Quality requirements.
Manage requirements. Fourth, the relationship.
The third issue of the fifteenth supreme picture.
1. Meaning. 2. Composition.
1.Five process groups.
2.Top 10 areas of knowledge.
3.49 activities.
3. Usage scenarios.
Phase 4 Risk Assessment.
1. Meaning. 2. Composition.
1.Risk probability assessment.
2.Risk impact assessment.
3.Risk level assessment.
3. Risk assessment matrix.
Phase 5 Project Scope.
1. Definitions. Second, the way of presentation.
3. Scope management.
Spread. Gild.
Fourth, management strategy.
Issue 6 Expert Judgment.
1. Definitions. Second, the channel**.
3. Application scenarios.
1. Interpretation of project requirements.
2. Project change review.
3. Project acceptance review.
4. Project management consulting.
Issue 7 Virtual Teams.
1. Definitions. II. Scope.
3. Analysis. 1. Advantages.
2. Defects.
Issue 1 7 2 Principle.
1. Interpretation of the principle.
7 2 is a commonly used quantitative tool for project management, and the general default quantitative number is in line with the optimal state within this range, that is, "no more, no less".
2. Applicable scenarios.
1.The number of modules in WBS writing can be in this range.
2.The number of work report modules can refer to this range.
3.The number of working groups, project teams, and personnel who can be flattened can be within this range.
4.The number of work breakdowns processed in parallel for the same time period (daily, per cycle) can be in this range.
5.The optimal range of parallel processing and memory of the human brain.
6.Induction, summarization, refinement** or systematization modules can refer to this scope.
3. Advantages and benefits.
1.It conforms to the logic and way of thinking of the brain, and will not be overworked or unsaturated.
2.Quantify the reference basis, if it is out of range, it needs to be integrated and folded, if it is less than this range, you need to be alert to whether there is a lack of modules, and it needs to be split.
3.If it is not absolutely complied with, it will be judged in light of the actual situation.
Phase 2 Demand.
1. The original meaning of the word: the requirement that arises because of the need.
2. Project requirements: The requirements arising from the needs of the project are mainly based on the requirements of the project (Party A's organization, customers, users, etc.), and the requirements for the project in terms of schedule, cost, quality, deliverables, etc. It can be split into business needs, technical needs, financial needs, management needs, and other parts.
3. Category of demand.
Business requirements: business-related work modules, process steps, goals to be achieved, roles involved, and specific operation processes, etc., are generally proposed by customers and users.
Technical requirements: Based on the business needs put forward by users and customers, the associated transformation at the technical level, that is, the business needs are transformed into information language, and the business needs are concretely realized through technical meansThis part is one of the key tasks of the project manager.
Financial requirements: Financial-related requirements throughout the project delivery process, documents to be submitted, process formalities and payment requirements during the project and delivery phases.
Quality requirements: the requirements that the project manager needs to focus on, that the customer cannot put forward, but that exist implicitly, and that run through the whole process of project delivery. If the quality requirements are not met, there is a high probability that rework or changes will occur.
Management requirements: The customer and the project team need to reach a consensus and jointly promote the requirements work, which will be specified in the early stage of the project (project plan, schedule, milestones, etc.), and will be gradually detailed and refined in the project implementation process, covering all the specifications to be complied with, the processes to be performed, the documents to be submitted and other related work to be submitted for project delivery.
Fourth, the relationship.
For a project to be successfully delivered, the business requirements must be aligned with the technical requirements, and the technical requirements should implement the "implicit" (unexpressed) parts of the business requirements.
The description documents of business requirements and technical requirements are generally requirements specifications, which need to be continuously confirmed with the customer (preferably signed) and delivered at the time of acceptance, and are also reference documents for requirements changes.
Quality requirements and management requirements are generally presented in the project system specifications, including objectives, coverage, processes and requirements, and the project manager needs to pay special attention to the planning in the early stage of the project to avoid detours.
The financial requirements need to be in line with the requirements of the company's finance or procurement department within the project, and key decision points need to be verified with the client.
The third issue of the fifteenth supreme picture.
1. Meaning. Based on the content of PMBOK, the content of the standardized composition of project management is extracted, that is, the matrix name containing the work decomposition (activity) composed of "five process groups and ten knowledge areas".
2. Composition. Fifteen Supreme Figures:
1.Five process groups: initiation, planning, execution, monitoring, and closing.
2.Top 10 Knowledge Areas: Integration, Scope, Schedule, Quality, Cost, Risk, Resources, Communication, Procurement, Stakeholders.
3.49 activities: activities with clear inputs, outputs, and recommendation tools based on the decomposition of five process groups and ten knowledge areas.
3. Usage scenarios.
1.The Fifteen Supreme Diagram covers all the content involved in project management, and you can view the scope of work involved in project management from the perspective of collation.
2.The activities based on the decomposition of the five process groups and the ten knowledge areas have clear inputs, outputs and tools, which provide a detailed reference for standardizing project management.
3.The 15th Supreme Diagram is the most basic content of project management, which needs to be continuously explored and absorbed. If you need to land on the project, you can "tailor" it according to the actual situation of the project
Phase 4 Risk Assessment.
1. Meaning. Risk assessment is to complete the assessment of risk probability, risk impact, risk level and risk response in each stage of the project implementation process.
2. Composition. The risk assessment consists of three parts:
1.Risk probability assessment: The risk probability assessment is generally divided into 5 levels:
Almost impossible -1: the probability of occurrence is 1%-20%.
Low probability -2: 21%-40% probability of occurring
Possible -3: 41%-60% probability of occurring
High probability -4: 61%-80% probability of occurring
Close to Certainty-5: The probability of occurrence is 80%-100%.
2.Risk Impact Assessment: The impact of risk on the project is assessed, which is also divided into 5 levels:
Very low impact:1
Low Impact: 2 Medium Impact: 3
High Impact: 4 Very High Impact: 5
3.Risk level assessment: Based on the assessment of risk probability and risk impact, set specific calculation formulas, and combine them, calculate the severity of risks, and form a risk assessment matrix.
3. Risk assessment matrix.
1.Risk severity: Calculated based on a specific formula.
2.The risk assessment values in the matrix are distinguished to form a risk level division, and the risk severity of high, medium and low levels is distinguished.
3.For example, if severity = p + (2*i), the severity value can be calculated as. It is possible to define a high severity risk level of 12-15, a medium severity of 9-11, and a low severity of 3-8 (different calculation models can be used to determine the actual situation of the project).
4.The risk assessment process is mainly based on subjective judgment, which may have large errors and needs to be continuously identified and evaluated throughout the project delivery.
Phase 5 Project Scope.
1. Definitions. The scope of the project is a description of the desired end product and deliverables of the project, which mainly consists of two aspects: the scope of work, the specific work required to achieve the product and deliverables, and the functional scope, the characteristics and functions of the product.
Second, the way of presentation.
Defining the scope of the project is the core work of project management, and the relevant baselines (schedule, cost, etc.) can be clarified accordingly when the scope is clear and the delivery objectives are clear.
WBS tools can be used to gradually reduce the dimensionality and break down the work package to the appropriate granularity based on a large project goal. Where:
The description of the work stage of the longitudinal decomposition is the scope of work, which includes specific work modules and work steps.
The set of quality and delivery requirements for each task is the functional scope, which contains the features and functions of the product.
3. Scope management.
Scope management involves two dimensions of content:
Sprawl: Passively increasing the scope of the project, that is, changes to the project beyond the scope of delivery due to the needs of Party A's relevant organizations (customers, users, customer functional departments, etc.).
Gold plating: the active increase in the scope of the project, that is, the changes that exceed the scope of delivery of the project under the needs of Party B's organization (project team, Party B's leadership, sales pre-sales, etc.).
Project scope management should be as anti-creasing and change-free as possibleIn the event of sprawl or gilding, go through the formal change review procedure.
Fourth, management strategy.
Pay attention to the scope of management, carefully study the project contract, bidding documents and other content;For example, internal R&D projects need to focus on project requirements and product functions.
Fully communicate with key stakeholders, output WBS that meets the requirements, and ensure that all parties understand the same scope (scope of work, functional scope).
Clarify the project change process to ensure that the change process is standardized and compliant. Guide both parties to understand the cost of change consistently, and reduce the probability of arbitrary changes.
Correct guidance Restricts the project delivery team, has the concept of change and risk management, minimizes the change of the original design behavior, and any changes need to be reported to the organization for joint discussion and decision-making.
Issue 6 Expert Judgment.
1. Definitions. The most commonly used tool in project management (almost non-existent) and suitable for the vast majority of work scenarios (except in the field of quality management).
The principle of expert judgment is to use the knowledge, experience, and ability of experts to make a judgment, comprehensive analysis, or key decision in a state of ambiguity and uncertainty. Through expert thinking, deduction and demonstration, it can help the project team make decisions that are in line with industry practices, best practices and the actual situation of the project, and inspire the project personnel.
Second, the channel**.
Expert judgment can come from any group or individual with expertise or professional training. It can be through the following channels:
1. Other departments within the organization;
2. Consultants and stakeholders, including customers and initiators;
3. Professional and technical associations;
4. Industry groups;
5. Subject Matter Expert (SME).
6. Project Management Office.
3. Application scenarios.
Expert judgment has a wide range of applications and covers almost all areas of knowledge (except quality management). Common scenarios are as follows:
1. Interpretation of project requirements: For the requirements that cannot be grasped or defined on the project, you can consult industry and business experts to connect the technical requirements and business needs to maintain a consistent understanding
2. Project change review: For the engineering, technical and personnel changes involved in the project, you can consult experts to understand the rationality and compliance of the plan, as well as the risk identification caused by the change
3. Project acceptance review: During project acceptance, the project team or Party A usually invites qualified experts to inspect the project deliverables and documents to ensure that the project meets the acceptance requirements
4. Project management consulting: During the implementation of the project, a team of experts who can be consulted should be planned in advance, communicate and consult regularly, make suggestions for project delivery, and be committed to exploring best practices.
Issue 7 Virtual Teams.
1. Definitions. A group of people who share a common goal and have little or no time to work face-to-face during the completion of tasks and roles. Since there is no way to collaborate face-to-face for a long time, more modern information technology is used to cooperate and communicate with the Internet to complete the established work tasks.
II. Scope. Virtual teams mainly include the following aspects:
Geographically dispersed employees.
Add specially-skilled staff to the project team.
Employees working from home.
Employees who work shifts or hours of different shifts.
Mobility impairment or disability.
Members involved in projects that were rejected because of excessive travel costs.
Due to the external environment, it is necessary to disperse the office (such as the epidemic).
3. Analysis. Compared with traditional project teams, virtual teams have the following characteristics:
The team relies more on the Internet and information technology.
Communication mainly relies on voice and calls.
Employee management is difficult, and new requirements are put forward for project management maturity.
Project managers need to be clearer about responsibilities and division of labor, cooperation, strengths and weaknesses, etc., so as to adapt to the state of the team and propose better management measures.
1. Advantages.
It is not limited to the work scene and format, and can make full use of the members' own resources.
It is not affected by time and geographical location, and pays more attention to results-oriented.
New possibilities are opened up for recruiting team members.
Personnel costs may be reduced.
2. Defects.
Member communication is particularly important and can lead to misunderstandings.
Members are not fully familiar with each other and may feel isolated and have difficulty sharing knowledge and experience.
The cost of informatization and communication technology has increased, and information management is difficult.
Finally, the project team type can be freely matched according to the characteristics of the project, and the overall ability of the team can be improved by combining management. (*A sauce jar of A-chan).