How to achieve project management in the production process

Take a look at the eight steps below:

Step 1: The Project Committee (PMC) is composed of functional department managers, project management professionals (IPMP) and senior executives, with the general manager serving as the director of the project committee, and the PMC is responsible for the appointment of the project manager, and the evaluation, demonstration and acceptance of the project.

Step 2: Each department submits a list of work tasks for the year according to the annual work plan, and will involve C (cost), T (time), S (scope) - cross-professional and cross-departmental work and tasks, according to the project, and report to the project committee.

Step 3: PMC organizes a project-based meeting to select the project for the current year from the application, and determines the management level and priority of the project according to the project's importance, importance, complexity and the size of the resources involved.

Step 4: PMC approves the project and signs a formal project contract with the designated project manager, and reviews the project plan submitted by the project manager, which should include: project team members, deliverables, duration, resource plan and acceptance criteria.

Step 5: The PMC entrusts the Project Office (PMO), the permanent management body of the Project Committee, to supervise and coordinate the implementation of each project, and assist the project manager in the management of each project.

Step 6: The project manager manages the whole process of the project in accordance with the project management procedures and documents, and uses technical tools to manage the whole process of the project according to the planned objectives, budget, schedule, milestone plan, WBS, personnel division, change control and project report, and keep in touch with the PMO at any time for support.

Step 7: PMC holds project coordination meetings and project acceptance meetings from time to time to correct problems in the process of project operation at any time, mediate conflicts between projects, optimize resource allocation, accept completed projects, and commend project managers.

Step 8: Hold an annual project award meeting every year to select the "Top Ten Projects" and "Top Ten Project Managers", and extract 10% of the income obtained from the project as a project management award**, reward the outstanding project team every year, and select outstanding employees to participate in professional project management training and IPMP certification.

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There are five main processes in project management, which are:Initiation process, planning process, execution process, monitoring process, closing process. These five processes run from the beginning of the project to the end of the project, and are the direction of the entire project.

First, the start-up process:Start the project before it starts, set the main goals of the project, and have the teams in the project "have something to do" with the goals;

Second, the planning process:The project needs to be reasonably planned, and after the start-up process, the work route should be formulated so that the project team "has laws to follow";

3. Implementation process:After the project is started and planned, it is necessary to start to implement the task to achieve the goal, in a variety of ways, according to the map, but "there is a law to follow", not deviate;

Fourth, the monitoring process:During the implementation of the project, it is necessary to monitor the progress of the entire project, prevent problems before they occur, and do: Violations must be investigated: let the project be carried out efficiently;

5. Finishing process:The main purpose of closing is to make the project have a successful conclusion and write off all the "grievances".

Project process control refers to the monitoring and control of project progress, resource utilization, quality control and risk management in the project execution stage to ensure that the project proceeds smoothly as planned. The following are the general steps for project process control:

Identify Key Performance Indicators (KPIS): First, identify the project's key performance indicators, which should be able to quantify aspects such as the project's progress, resource utilization, quality, and risk. For example, schedule percentage complete, resource utilization, defect rate, and so on.

Collect project data: Collect project data related to key performance indicators, including task completion, resource usage, quality indicators, and risk events. This data can be collected through team members' reports, meeting minutes, work logs, test reports, and more.

Analyze data and evaluate performance: Analyze and evaluate the collected project data, compare it with the project plan, and identify whether the project progress is as expected, whether the resource utilization is efficient, whether the quality is up to standard, and whether the risk is appropriately managed. Potential problems and risks can be identified through data analysis.

Take corrective action: Develop corrective action for the problems and risks identified in the analysis. This may include adjusting schedules, reallocating resources, strengthening quality control, adjusting risk management strategies, and more.

Ensure that corrective actions effectively address issues and mitigate the impact of risks.

Communication and reporting: Communicate project progress, issues, and corrective actions to team members and stakeholders in a timely manner. Submit regular project reports to relevant parties, including information on project status, updates to performance indicators, problem resolution, and risk management.

Supervision and continuous improvement: supervise the process of project control, ensure the effective implementation of corrective actions, and continuously improve the methods and filial piety processes of project control. Adjust performance indicators, data collection methods, and analysis methods according to the actual situation and feedback of the project.

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A process is a set of interconnected actions and activities that need to be performed in order to accomplish a pre-specified set of products, outcomes, or services.

The project process falls into two broad categories:

The general project management process, which is applicable to the management process of most of the projects, such as time management, quality management, cost management, risk management, etc., has universal applicability.

Product (technology) implementation processes, product-oriented processes are generally defined by the project life cycle and vary depending on the field of application.

The project management process and the process of creating a product always overlap and interact with each other from the beginning to the end of the project.

1.Concept establishment. It is to have a framework design for what is to be done, and to have an idea.

2.Definition of the problem. That is, a statement of the long-term goal. The second step is a further refinement and concretization of the first step.

3.Generate alternatives and strategic plans for the project. It is to provide ideas, options and the overall idea of the strategic plan.

4.Strategic plan evaluation and selection. That is, at the same time of selecting the scheme, there is an evaluation and selection from the overall technical route to the overall project management strategy.

5.Establishment of strategy. It is to determine specific strategies and goals.

7.The project stakeholders approve the plan. The plans here include strategic plans, preliminary plans, detailed plans, and before the implementation of these projects, there is an approval process.

8.Sign the project plan. The approver of the project and the relevant persons involved in the project should sign the project plan, make commitments to the plan, establish a tracking record of the project, make a project progress log or weekly and monthly records, and conduct knowledge management according to these record information.

9.Execute the project plan. To execute a project is to formalize the plan and progress the project.

11.Review the project definition. After the implementation of the project, there is a review of the original work, but also a review of the definition of the project objectives, and if there are any problems, go back to step 2 and revise the definition of the project.

12.Review the project's strategy. First, evaluate the definition of the goal or project, then review whether there are any problems with the strategic plan and strategy formulation, and if there are problems, go back to step 4 and revise your project strategy.

13.The implementation plan of the project. The specific plan workflow and some details should be reviewed and modified if there are problems.

14.Circulate. According to the whole process, from the implementation of the plan to the monitoring and review, if there is a problem, the plan should be modified, and then implemented, and then reviewed, and this process continues until the end of the whole work.

15.Lessons learned. After the project is completed, summarize the lessons learned in a timely manner and archive some problems as guidance and reference for future projects.

16.End the project. This is a complete project management process, from which you can see that the entire project strategic plan is actually before the detailed plan and implementation plan of the project is formulated.

When planning a project, we must first have an overall strategic plan, and then carry out a specific project plan under the guidance of the overall strategic plan.

1. For a single project company, the project management goal is basically the enterprise management goal, the enterprise is not only the project start-up organization, but also the main body of project implementation management, and the management of the whole process of each stage of the project is all operated in the enterprise organization, at this time, the company's management and project management belong to one.

2. For enterprises with multi-project implementation, the company, as the project initiation organization, is responsible for the decision-making of the project planning and project approval stage, and is responsible for organizing the project management organization and corresponding resource allocation; Issue project management objectives, coordinate the relationship between the project within the organization and its corresponding external environment, supervise and manage the implementation process and its effects, and ensure the realization of basic objectives through supervision and timely correction; Organize and assess the quality of the work of the project management organization, implement the organizational review of project management, and actively play a role in the supervision and service support of functions in the process, and is the organizer of the project.

3. The project department or project company is the implementer of project management, and is the project in feasibility study, conceptual design, planning and design (initial design) review, preliminary design review, construction drawing design review, relevant "fees" (deed tax and fees that should be paid), relevant procedures (two certificates and one book, construction permit, pre-sale permit), bidding to determine partners (design, survey, supervision, construction, sales, material suppliers, etc.), and the preparation of site conditions ("seven links and one leveling") and the organization and implementers of the coordination of the relationship; It is the supervisor who integrates into the system management according to the project objectives, and is the organizer of the project responsibility (mainly the contract performance bidding, contract agreement, and plan integration in the project management process of the partner; It is the main body of the implementation of the project realization process, and the organizer of the acceptance and filing of the project (including the acceptance of sub-households); It is the implementer of project sales and marketing planning, and the main body responsible for the performance of the project contract. In the process of organizing and implementing the project in accordance with the principles of project management planning and management objectives, the relevant information will be "fed back" to the project start-up organization in a timely manner to request help and support.

4. The construction project management organization should be set up according to the needs of the enterprise and the existing human resources and institutions, there are no certain rules, as long as it is conducive to the operation of the project, it is conducive to the efficient completion of the project objectives, and under the basic principles of project management (project manager responsibility system, project cost independent accounting system), it can turn the idea into reality as soon as possible, turn the product into the enterprise, and realize the purpose of project plan investment. Therefore, as far as the method of project management is concerned, the project management form of each enterprise has its own characteristics.

5. Rishiqing tool cooperates with project management to achieve twice the result with half the effort, Rishiqing is a professional work plan and work log software, which is convenient for your team to strengthen team collaboration, optimize the project management process, and improve work efficiency.