Problems in project management

There is a gap between ideal and reality.

Issues that are likely to arise in project management and ways to improve them:

One is that the process is incomplete and the content is not in place.

There are five project management processes, which are start-up, planning, execution, control, and closing. many of the company's projects have only three processes to start, execute, and close. moreover, there is still a lot of necessary work to be done at the end of the project. company bosses often rely on the relationship with a supervisor of the customer unit to get the project, the company boss wants to complete the project as soon as possible, so, often skip the project start-up phase, directly command the project manager into the implementation phase. as soon as the project started, trouble ensued.

Communication is not good.

At the start of the project, the company appoints a project manager who is responsible for the implementation and management of the project. however, in the course of the work, the project team members for the project leader assigned tasks, always have to get the boss's approval before the work. for customer units, it is more difficult for project managers to coordinate relationships and resources. many project managers have personal experience of this experience. the project was initiated to form a good communication system, so that all people involved in the project understand the importance of the project, and at the same time form a three-level communication system composed of the two leaders, project leaders and project team members to ensure the smooth flow of project management.

Communication in project management is the communication of information to the person who needs to know him, not what most people understand as expressive, articulate, and capable. he needs us to first set communication goals, that is, to determine the purpose of communication or the problem to be solved, and then to develop a communication plan, that is, to determine the audience, the information needed and the frequency of information released, and finally, to implement the communication plan. in the process of communication, according to the object and requirements, you can take separate communication, written communication, oral communication, with the help of others.

There is a lack of ritual.

When the project starts, the boss of the company first authorizes the project manager and convenes a project start-up meeting. there may be two project start-up meetings, one within the company and the other with external start-up meetings, which bring together key project stakeholders and identify channels of communication and their respective responsibilities and rights among project stakeholders. therefore, this requires that a formal ceremony be held when signing a contract to convey the project's message to both employees and to stimulate the enthusiasm of all employees of the company for the project. company bosses, project leaders, developers, construction personnel and user leaders, project coordinators, related department personnel gathered to let everyone know that the cooperation between the two sides officially began. at the ceremony, the leaders of both sides will speak, especially the leaders of the user side to emphasize the significance of the project. there are numerous examples that have shown that this not only greatly encourages the morale of the team members, but also makes it clear to all employees that this is not just a matter for a department, but something the company cares about from top to bottom.

Planning is not in place.

The project planning can provide the basis and support for the subsequent stages of the project. many companies often start working on technical solutions as soon as they receive a project, and then begin specific implementation development efforts. in doing so, there are many problems: first, there is no in-depth understanding and analysis of the scope of the project, on the basis of which the technical programme is likely to be missing or biased, resulting in an increased likelihood of project delivery and customer requirements; the project planning process is defining and considering the project objectives and selecting the best solution to achieve the project objectives among the many feasible courses of action.

Identify key stakeholders in the project's planning phase first.

Analysis of the interests and interests of each project stakeholders. on this basis, analyze the project's surface needs and potential needs, determine the communication plan.

Requirements should have three attributes:

What the user wants, what they can achieve, and what we can give. the information we ultimately get from the user requirements statement should be specific, accurate, not limited to extensive functional descriptions, and should be finally confirmed by the user. the second is to define the scope of the project. The scope of the project refers to the sum of the products and services provided by the project, the work required to provide a product or service with specified characteristics and functions, and the project plan as a measure.

The project-wide management is all the work required to ensure that the project includes the successful completion of the project, but only the required work process. the determination of the scope of the project provides a reference for follow-up work. project deliverables that do not meet project scope requirements, or that are outside the scope of the project are not allowed. to ensure that the scope of the project is accurate and in place without missing a second, it is necessary to do a good job of decomposition structure. The decomposition of work (wbs) to be fine, the definition of each work package to be implementable, assessable, there is a clear starting point and end point. set milestones for the project. a landmark development in a landmark project.

For example, completing a deliverable can be a milestone. in most cases, higher-level wbs can be marked as milestones. the completion of higher-level tasks can be seen as a major step forward in the project. third, identify the project risks as early as possible and develop a risk response plan. all projects have their uncertainties, and we cannot just identify them, but more importantly analyze the causes of such uncertainty and develop countermeasures or alternatives for the possible consequences of such uncertainty. the measures provided should, on the one hand, reduce the probability of such uncertainty occurring and, on the other hand, provide alternatives to the consequences of it. the earlier the project's risk is identified, the better it will be for the project's success.

There are no projects that are risk-free, so during the project planning phase, it is important to identify the risk points of the project and develop a response strategy. fourth, identify the resources required for the project and develop a resource allocation plan. the resources of the project include people or things. to determine the resources for each phase on the basis of wbs, and to ensure the availability and availability of resources at each stage of the project.

If resources are acquired in advance, the waste of resources will increase costs, and if the resources are not in place during the incoming phase, the project items will be delayed. for some projects, you must be prepared for the resources you need by chance and how you can get them when you need them. you need to develop a strategy to ensure that you have access to reserves when you need them. they may or may not be human resources, such as hardware, equipment, or supplies. you can use a resource reserve plan as part of a risk management plan.

Poor coordination.

The project execution process is to coordinate human and other resources in order to implement the plan. in the implementation phase of the project, the most important thing is to do a good job of communication management and change management. by coordinating the relationship between the various departments to ensure timely entry of project resources, but also to do a good job of project change management, control the impact of changes. for example, coordinate with the functional manager of the department to ensure that people are fully engaged in the project and ensure the progress and quality of the project by controlling changes to the project.

Out of control.

The project control includes progress control, cost control, quality control, risk control and so on. in a real-world project, there are few projects that remain unchanged. changes occur at each stage of the project implementation. the sooner the change occurs, the less impact it will have on the project. changes to the project increase the risk of the project, so changes should be strictly controlled. when a change occurs, the impact of the change on the project schedule, cost, and quality is fully analyzed, and the result is communicated to the project stakeholders and confirmed before the change can be implemented. when a change brings about a change in scope, the scope definition and specification should be adjusted in a timely manner.

Strengthen stage control and correct deviations in a timely manner in previous projects, due to the lack of a definition of the project baseline, the control of the project lacks reference basis, the control efficiency of the project is not high. the project control process is to monitor and measure progress on a regular basis, identify deviations from the plan and, if necessary, take corrective action to ensure that the project objectives are met. specific controls include weekly meetings, weekly reports, milestone reports, submission audits, process audits, configuration audits, risk tracking, earnings reports, and even technically relevant activities, such as testing and peer review, that can also be grouped under control.

For the control of the project, first of all, there is a basis, these basis mainly comes from the project plan. at different stages of the project, measure the actual performance of the project and then compare it with the plan to get the deviation between the actual progress of the project and the schedule, and then analyze the deviation and take corrective action.

A well-organized end project seven is to have a tail.

The end of the project, marking whether this project is a complete project, determine the benefits of your project, determine whether your project products are of high quality, in fact, the end of the project workers is not simple.

Many projects end with only attention to the delivery and acceptance of the project. that is, focus only on the end of the project contract and ignore the administrative end. the administrative conclusion of the project includes the finishing of relevant documents, the final accounts of the project, the summary of lessons learned, the release of resources and other parts. at the end of the project, documentation of the project should be organized, whether there is any documentation that is inconsistent with the actual project, the evaluation and final accounts of the project, and the lessons learned from the project should be studied and communicated within the company.