Project management process work summary report

Project management process work summary report

Introduction: I have been engaged in the maintenance of project management process system for some time. Combined with the problems in practical work, I make a summary of the current work. The following is the work summary report of the project management process I brought to you, hoping to help you.

Through the production, modification, release and execution of the template, I gradually realized the significance of process improvement and maintenance, and also had some ideas of my own. In the early stage of establishing the project management process, we need to strictly follow the process. For us, it is necessary to standardize the scope and methods of our work at that stage, so that the effect will be obvious, just as the minister said? We are like a blank sheet of paper, and any change is very obvious. ? More than a year has passed, and there have been many controversies and feelings of incomprehension. Should we consider whether our process is suitable for the development of the industry? According to the current situation, where should we start and improve the process on the right route?

About work attitude:

Through the promotion of monthly plans and performance appraisal, I think most misunderstandings are not incomprehension, but incomprehension. Don't understand the way, content and communication of our work. What is important between people? Do you understand? How to reassure leaders? Do you understand? How can we find the manager of the bank? Do you understand? We, how to get the project manager? Do you understand? we? It is what we should learn and do to help others succeed with sincere heart and to narrow the distance between people through correct communication.

Finally, I hope to grow up quickly from my future work and never be a dispensable person.

For customers whose needs change every day, you must make rules in advance:

First, unify contacts. The customer designates a person to communicate with the project team. You can't say a few words to both Zhang and Wang. If they don't agree, you have to offend the leader's choice. Therefore, rules must be made at the beginning of the project. My project team only recognizes one opinion. If you have any requirements, please come to me first. I don't want to get involved in the contradiction between your internal business departments.

Second, all demand changes should be written, remember this! This has many advantages:

* There is written evidence, and he wants to change it later. When you have the evidence he asked for before, tell him: you said so before;

* It is convenient for demand change management, and the history of how the demand slowly evolves can be clearly seen, so as to have a deeper understanding of the customer's purpose;

* For customers, it is most convenient to talk. Anyway, you did it without spending his resources, so he is irresponsible whether the requirements are reasonable and meet the purpose of the project. But if he is asked to write a written request and sign and seal it, he will be much more cautious, and once written, his thoughts will be deeper and many unreasonable requests will be stillborn;

After the system development comes to an end, I will enter the stage of customer training and system acceptance. At this stage, I usually pay attention to the following questions:

Pay more attention to superficial efforts before training customers. Many programmers believe that since many systems use prototype method and have a process from coarse to fine, whether the logical core of the system is correct is the key. As for the interface, it doesn't matter whether the text on the interface is accurate or not. And during training, I also came to the stage empty-handed, handy. People who listen to the lecture below don't know what to say, so the training effect can be imagined. My experience is that if you are still not sure whether the logic meets the requirements after many tests, you should at least spend a little more time on the interface. Pay attention to the layout of each interface, the correctness of text and links, etc. In short, don't let the customer see what he shouldn't see, otherwise, just because of some insignificant mistakes, the customer will feel that the system is unstable at first glance, and then you are really more wronged than Dou E. If the work is more detailed, you can do something similar to flash and express some key points you want to emphasize in an easy-to-understand and relaxed way. In terms of documents, prepare at least two documents: user manual and training manual. Many of the contents of these two documents are the same, but the angles are completely different. User manuals often explain the operation and function of the system in the form of modules from the perspective of system designers and according to their own ideas; As for the training manual, we must stand on the customer's business personnel's point of view, and how to use a series of functions of this system to achieve the goal according to the handling of different businesses by each role. Therefore, before the first training, whether the system interface is complete and correct, whether the training documents are complete and whether the examples cited during training are representative are all key factors. If the first shot fails, you will be in big trouble later.

The above is about the problem that ugly daughter-in-law should put on makeup before going to see her in-laws during training. In fact, there is another place to test the project execution skill of the project manager, that is, how to mobilize the enthusiasm of customers. Generally speaking, customers are lazy, which is why they pay you to do things. The success or failure of the project is closely related to the cooperation of customers. According to my analysis, customers of general projects can be divided into three categories: supportive, passive and contradictory. Their number distribution is generally spindle-shaped: few people support and resist, and many people wait and see (if you take a project that everyone opposes you, don't do it). First, analyze why those people support you and refute you. It's simple. From both public and private aspects, whose workload has changed since joining the new system? Whose potential interests are threatened? Whose job disappeared because of the new system? What changes have taken place in the traditional interest pattern because of the use of the new system? These are all things that the project manager must understand, so that you can unite those who support you and reduce those who resist you. Project manager is a very strange role, which belongs to a typical role with great responsibility and little power. What he can do is to make full use of his own strength, and he must rely on others to achieve his goals, whether in his own company or with customers. Only by knowing who will help you for what and who will resist you for what can you get customers to cooperate with your work. For example, some internal computer-aided management systems in the world, the inevitable consequence is that when the management is chaotic, some benefits that some people can fish in troubled waters disappear. In this way, there will definitely be trouble and slander the system everywhere. At this time, you can spread some arguments such as "whoever resists the new system will have shit on his ass" to suppress them and weaken their influence. In short, uniting activists, suppressing hostile elements and driving the majority are your basic strategies.

There is another experience to share with you: never think that the other leader (middle-level cadre) should cooperate with your work, especially in some state-owned units. Why should he help you? My experience is that if the other leader doesn't use your affairs as a weapon of internal struggle and get in the way (of course, it's not necessarily for you), it's already cooperation. Remember, if he doesn't make trouble, he just helps you.

As a project manager, there are only a few things in my mind: what to do, how to achieve it, how to deliver it, the resources at hand, and the priority of everything. Saving as soon as possible is a human dream. These four aspects are contradictory and belong to the typical type of asking horses to run without eating grass. Generally speaking, when considering the priorities of problems, project managers often put speed first, and leaders of all parties will give you a deadline, so ensuring progress is the first; Province is second, and the fundamental purpose of enterprises is to make profits. If you can't increase your income, at least control your expenses; Good is the third, there is no way, everyone wants to keep improving, but without strong resource guarantee, quality has to be sacrificed first; Finally, there are many customer demands. How to reduce customers' expectations, control the project within a suitable range, and let customers return to reality from ideals is also the work of the project manager.

Before the acceptance, it is very important to spend more time to understand the customer's business process besides doing a good job of documentation. A company must have a process to do things, so it is important to understand the process. For example, you are extremely concerned about things, such as acceptance and payment, what is the customer's process, who takes the lead in organizing, who participates, what documents are needed, what procedures are followed, who signs, and what documents are finally issued. All these should be clarified, especially to analyze and inquire which links are easy to get stuck in advance and make preparations in advance.

My biggest acceptance experience is the problem of proof. Just never let customers think that you must have evidence to prove that your system is ok. In this way, you are hopeless. With so many geniuses, Microsoft made a windows and patched it every day. It's no problem to ask for your program. This is impossible, and you can't prove it. You should let the customer know that the so-called acceptance means that I run the test case according to the test document, and the result is consistent with the expected result, so it should be considered as passed. Moreover, some small mistakes are allowed to be corrected after acceptance, and he can comment on the test cases. Therefore, both parties should confirm the test plan and test case before acceptance. If he thinks that the system does not meet the requirements, then he should provide evidence to prove that the system deviates from the original design. Therefore, referring to the legal concept, never turn the evidence upside down. In addition, it is also wrong to think that the system can be accepted only when it is perfect. The software development contract must indicate the cost of maintenance period after acceptance. Otherwise, customers are worried that once accepted, they will not get your support, and naturally it is difficult for you as a project manager to hand in your homework.

Finally, I want to talk about how to evaluate the performance of project managers. In my opinion, the project manager has the following grades:

* The worst project manager: there are always accidents in the process of the project, and then they can't solve them themselves, leading to martyrs;

* Second-rate project manager: Accidents often occur in the project, but he took the lead, went forward bravely, solved one problem after another, and finally managed to close the project, which won unanimous praise from the leaders;

* First-class project manager: He rarely does specific things, talks to people all day, then writes reports, makes plans, and finally the project ends smoothly. The whole process is unremarkable;

Is project management science or art? The so-called science is that after repeated argumentation, what has an inevitable law is input and output, and as you sow, you reap; And art is the spark of thought, mainly relying on inspiration. According to a senior, project management is a science abroad, and 80% of it has rules to follow; In China, it is art, mainly relying on personal charm, appeal and other things. I understand pmbok and learn some ways to do things, but what I understand is 20% scientific things, and there is still room for 80%, which belongs to the field of different opinions. Therefore, it is very important for the project manager to strengthen many personal abilities, such as cultivating excellent communication skills and enhancing personal charm, both internally and externally. As a first-class professional, how to let customers sign contracts smoothly and let leaders know your value is also a way to show your ability. ( 1)(2)(3)(4)

Mis software project managers should have three coordination relationships:

First, coordinate the relationship with customers.

Second, coordinate the relationship with superiors.

Third, coordinate the relationship with subordinates.

Four abilities that mis software project managers should possess;

First, learn to guide customers.

Second, the understanding of customer needs and the grasp and estimation of development progress.

Third, how to say no and nod skillfully

Fourthly, the coordination between the concept and plan of time point and the actual field operation.

Most software enterprises in China take the form of project as their way of survival and development. There are big and small projects, big two or three million, and small three or fifty thousand. Therefore, the success or failure and efficiency of the project directly affect the company's operating costs and profits, as well as everyone's wage income. The choice of project manager determines the success or failure of the project and its benefits. Therefore, combining with my own experience, this paper talks about two responsibilities, three coordination relationships and four abilities that a project manager should have when presiding over the actual operation of the project. I hope it will be helpful to everyone's actual work!

Mis software project managers should always remember their own two responsibilities and viewpoints:

First, how to return the project acceptance as soon as possible to create more profits for the company and the team and bring more benefits to the subordinates.

Second, how to improve the project into a product in the process of doing the project.

The author's point of view is to extract products from the project and feed them back, while products serve the project better and create greater profits and development space.

Mis software project managers should have three coordination relationships:

First, coordinate the relationship with customers, ensure the lively atmosphere of customer communication, and do not do things, but customers must be happy!

Second, coordinate the relationship with the superior, so that you can exercise the authority of the project manager and strive for better resource allocation.

Third, coordinate the relationship with subordinates, they are the core personnel who really work hard for the project and make achievements.

Four abilities that mis software project managers should possess;

First, learn to guide customers.

As mis software, whether it can guide customers is the success or failure of the whole project progress. Because a software company is usually a semi-finished product when doing a project, the role of the project manager and the customer when talking about the scheme at this time is as easy as lifting weights. If we can guide customers, the development of the second phase program will be very small. When I first talked to a client about a program version, three consecutive large modules were approved by the client, and the workload was only 3X0.5 days, while the internal plan was 3X20 days. The same project was transferred to the acceptance period nearly two months in advance. The author achieved such great success at the beginning, mainly because of two points: First, he was very familiar with his own software products, making full use of strengths and avoiding weaknesses, and guiding customers. Second, when I talked with customers at that time, I talked about the overall business of the module and the business process operation of the module, guiding customers and reaching an agreement in the general direction, without involving technical details. Off-topic: there was an incorrect saving phenomenon during the explanation at that time. I didn't fall into this problem at that time, just saying that the data will be transferred to the next process after being saved.

Second, the understanding of customer needs and the grasp and estimation of development progress.

In the process of project promotion, it is inevitable that there will be differences in scheme requirements, changes in requirements and new requirements. At this time, the project manager is responsible for the adjustment of the project development cycle, tasks and resources, which requires the project manager to correctly understand and grasp the needs of customers and estimate the development progress. When the project manager is faced with the change of the requirement change procedure, the things that need to be completed in the shortest time are: 1, the estimated manpower and working days, 2, the impact on the whole project time cycle if completed, and 3, the importance and urgency of this work, when should it be arranged? Then communicate the results with customers and reach an agreement, preferably in writing. Take the development of three working days module in the project as an example. If the customer is guided on the basis of fully understanding the customer, the module can be successfully completed and recognized by the customer after three working days. If you can't guide customers, don't understand the requirements correctly, and don't grasp them well, it may take two months, which makes the contract a half-year project, which was completed in the last year while the program was still under development, and the project became a collection place for program garbage. This phenomenon exists in many domestic software companies to some extent.

Third, how to say no and nod skillfully

There will be many demands in the process of project promotion, some of which were not considered at first, some of which are urgent (such as those put forward by leaders after finding them), some of which are unreasonable, difficult, some of which are meaningless, some of which are technically impossible, some of which are necessary, some of which are reasonable and some of which are reasonable but unnecessary. Because the change of demand will inevitably lead to the increase of workload and the deployment of personnel, sometimes it will make the project acceptance far away or even become stiff with customers if it is not handled well, so the project manager needs to say no and nod skillfully at this time. Remember one thing: the client is God, but you are not a Christian. When I was ready to transfer the project to the acceptance period and talk to their boss about the formalities, the boss asked to print the report separately in a form, and all our report printing was centralized. After communicating with my boss, I announced that I would work all night, and it will be published in the newspaper early tomorrow morning. The result is, of course, the smooth transition of the project to the acceptance period. The way I often say no is what is the focus of my work now. We will automatically solve your problem when the program is upgraded in a few months.

Fourthly, the coordination between the concept and plan of time point and the actual field operation.

In the process of project advancement, there are often planned changes. What the project manager should do at this time: 1. Adjust your plan according to the actual situation and make a full estimate (I usually say it is more difficult and the date is longer). Report the reason for the change and your new plan to your superior. Third, announce the personnel arrangement and date arrangement at the same time when meeting with colleagues. Remember one thing: time is the key to a good project. In this way, overtime and stressful work will occur frequently because of the strength of the team and the ability of the project manager. How to make your subordinates more willing to work for this project requires your coordination, communication and organizational skills. Don't forget two words: Who gave us the power? The project manager, like your colleagues, is a part-time job. So when I was working on the project, everyone knew the purpose of one or two!

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