What Is Enterprise Project Management?

The so-called enterprise project management is to perform project management on various tasks in the enterprise from the perspective of the senior management of the enterprise. Its leading idea is to treat the operation of the enterprise as or refer to the project for management (project by management). A project-centric long-term organizational management method, the core of which is an organization management system based on project management.

Enterprise Project Management

The so-called enterprise project management is to perform project management on various tasks in the enterprise from the perspective of the senior management of the enterprise. Its leading idea is to treat the operation of the enterprise as or refer to the project for management (project by management). A project-centric long-term organizational management approach, the core of which is based on project management

1. Determining the success of vision enterprise project management requires the joint efforts and close cooperation of all members. The vision establishes common goals for employees and indicates the direction of efforts.

Determine the business goals of the enterpriseDetermine the function and performance requirements of the project management system Fully recognize the impact of implementing project management on the employees, business processes, and organizational structure of the enterprise Define the status and goals of the enterprise in terms of project management maturity

1. The project is well prepared

In enterprise project management, whether it is a project scheduled in a strategic plan or a temporary addition of a project, the project establishment link cannot be absent. The project cannot be started without a plan. The main work of project establishment is feasibility analysis. SWOT analysis is popular nowadays. Large projects must be repeatedly demonstrated and approved at various levels, following the decision-making approval management process of the enterprise. Small project links can be simplified, but they are not feasible. Data analysis is needed to weigh the pros and cons. One purpose: This project should be conducive to the realization of corporate goals and value-added. Projects deviating from this purpose shall not be established.

2. The project is approved for budget first

The project can only be submitted for approval if it is feasible. The approval must be budgeted first. In enterprise project management, there is only a conclusion that the project is feasible. Without a budget for project implementation, such a project cannot be approved. The reality of business operations tells us that projects without a budget are most likely to get out of control and at the same time be prone to corruption. Business bosses need to pay attention! Prior control is far stronger than ex post punishment. Budget is always the best weapon for enterprises to prevent crimes from taking place.

3. Project launch organization established

Comparatively speaking, the project is always in a temporary position in the affairs of the enterprise organization, which is determined by the phase characteristics of the project. If a company adds a new institution to a new project, the organization of the enterprise will expand infinitely. In order to prevent the organization from being bloated, it is necessary for the enterprise to set up a temporary project team and grant the project team the right to deal with matters related to the project. When the project ends, the temporary team will be announced to dissolve. This is what we often say about project authorization, which is between post authorization and temporary authorization. Therefore, the start of a project is often accompanied by the establishment of a project team.

4. Project tracking step by step

All new projects in the enterprise are business that must be introduced and developed in time for the development of the enterprise. They have strict time requirements, and no one can use any excuses to hinder the progress of the project. Otherwise, the pace of business development or business objectives may be affected. The gradual progress must be based on the support and cooperation of all members. What the project team members do is follow up.

5. Reasons for project changes

Projects with large time spans and wide-ranging aspects often face midway adjustments. However, even if there is no external force, the company itself may make active adjustments. The first is that the project is progressing smoothly and may be completed ahead of schedule; the second is that the progress of the project is blocked and cannot be completed on schedule; the third is that the project is sloppy and found to have no implementation value midway; the fourth may be that the price has risen too quickly and the budget is seriously insufficient ... In short, adjustment is inevitable Row. Adjustment is not impossible, but for good reasons. The approval procedure is basically the same as the project approval.

6. Project Risk Prevention

For projects with a large time span, a lot of work and investment, a risk management mechanism must be set up. Should we choose project outsourcing and bear it by a professional company, or buy insurance and bear it ourselves? Or is it a tripartite alliance that shares risks? It is also necessary to demonstrate the choice. Risk prevention can only be a good one. Overinvested projects must be dedicated to risk management.

7. Careful calculation of project acceptance

Upon completion of the project, an acceptance inspection must be organized immediately and carefully calculated against the budget. It's not just about how much money is spent here, but to test whether the company's decision is correct and whether the project is really useful to the company, so as to determine whether the project has achieved the expected goals. The project acceptance must issue an acceptance report, and the work of the project team members must be evaluated at the same time. The investment of the enterprise must not be made ineffective, let alone the investment of the enterprise.

8. Project application is gradually improved

The introduction of any good technology and method has a process of digestion and absorption, as well as a process of being understood by members of the company. One thing the project team can do is to make the role, meaning and precautions of the project implementation clear to all members after the project is completed. Only with common consent can the project be implemented easily. The introduction of technology projects, as long as the adjustment is in place, the effect can immediately appear. The introduction of enterprise project management is not necessarily so smooth. Especially when it comes to projects that require a renewal of ideas and a change in thinking, it is impossible to achieve them overnight. This requires both patience and wisdom, as well as perseverance and courage.

Key points of management measures

Goals to quantify

The target quantification should be specific to each detail, "customer satisfaction should be increased by 20%, market share should be increased by 10% ..." For all the places that need to be interpreted, everyone must be confirmed and understood, and spot checks should be conducted if necessary. Whether the information they get is 100% understood.

Method to quantify

In project management, methods to quantify are often overlooked or weakened. The leader gave a comprehensive interpretation of the goal, but did not give a method or the method did not apply.

It is not required that all executives have the same stereotyped execution, but as a reference method, it can reduce the waste of personnel work. It is practical especially for grassroots managers. As for senior managers, it is another matter, because the problem they face is to give play to their subjective initiative and accept tasks, which cannot be achieved by grassroots personnel.

Results to be quantified

The results are quantified as explained above. What needs to be reminded here is that there cannot be only one result. Under a large result, there should be small results in stages, so as to constantly adjust to adapt to new situations, and finally ensure that the large results are fully realized.

Traditional International Standard Management Model

The international standard enterprise project management model includes project management connotation and project management process, covering 9 areas of knowledge, including project comprehensive management, project category management, project time management, project cost management, project quality management, project human resource management, Project communication management, project risk management and project procurement management.

Defects of the existing project management model

(1) The existing project management model does not fully reflect the intelligence-intensive characteristics of some high-tech projects under the condition of informatization. Many high-tech projects are intellectually intensive, the project results are knowledge products, and traditional project management is mainly aimed at time, cost, and quality management, which has not been able to solve the new situation in project management well.

(2) The existing project management model does not fully reflect the impact of information technology on project management. The application of information technology in project management will produce a leap in management capabilities, but new problems will also arise. The failure rate of some projects of informatization enterprises is very high, and the most important reason is the management problem. Therefore, it is necessary to study a new project management model suitable for information technology enterprises.

concept

Enterprise informationization project management can understand the concept of enterprise informationization from three levels of data, process and decision informationization.

(1) To understand enterprise informatization from the data level, that is, enter inventory information, sales vouchers, and purchase vouchers into a computer in a certain data format, save them in a digital form, and inquire at any time. In addition to these internal data informatization, information can also be obtained and communicated through telephone, fax, newspaper, television, etc., especially in the implementation of the network, and the transmission of digital information, files, and mail through the network has promoted The development of enterprise informatization.

(2) To understand enterprise informatization from the process level, it is to solidify some of the processes that the company has standardized with software programs, so that the work of the employees involved in the process is more standardized and efficient, reducing human control and "brain head" management. Behavior can also increase customer satisfaction.

(3) To understand enterprise informatization from the decision-making level, that is, to scientifically process and process the informatized raw data, and use a certain computing model to play a supporting role in management and decision-making.

Features

(1) Knowledge-based knowledge organization.

attaches great importance to information exchange. There are often huge risks in projects with highly developed information technology, such as high-tech projects, and any obstacle to communication will lead to catastrophic consequences. Effective communication helps people better understand their work, and promotes better cooperation between project teams.

Project management in computer network environment. The modern project management mode based on the network has strong advantages. Project resources can be more easily released from one project and injected into another project. Since the information can be more easily obtained, the project manager's management and control ability is stronger; the project team Members also have more information so that they can participate in updating project plans and refine their task areas; future project management software can provide a virtual network management platform.

The importance of knowledge management. In today's highly developed information, for an enterprise, knowledge is its various operating rights, patents, trademarks, goodwill, non-patented technologies, trade secrets, research and development capabilities, marketing capabilities, and knowledge held by project members Skills, managerial capabilities, etc. These resources are not as tangible and valuable as traditional resources, so they must also have new ideas in management. Knowledge management is simply a management process of how to identify, acquire, and evaluate the knowledge resources owned and accessible to a project organization. It requires that the project management model be transformed from hierarchical supervision and control to guidance and incentive flat management. Require the organization to establish a good relationship, encourage project members to share and transfer knowledge, use collective wisdom to improve the organization's innovation and adaptability, respond quickly to changes in market demand, and use knowledge resources to predict market changes and development direction.

(2) Flat and democratic project organization.

The evolution trend of flat. With the information revolution, the power of decision-making was dispersed due to the enhancement of personal computer and network processing capabilities. Enterprises gradually decentralized power, resulting in a reduction in scale, reorganization, and the formation of new network organizations. We can foresee that in the future, the scale of enterprises will be more flexible, larger and smaller, freely retractable, and entering the so-called network economy era. The main body of the internal structure of enterprises in the network economy era should obviously be the project team. Driven by information technology, the development of enterprises is showing a new trend, that is, networked, decentralized, and developed in the direction of "flexible manufacturing". An important guiding idea of the traditional project management model is "efficiency", that is, time, cost, and quality, and "efficiency" is no longer the main measure. Nowadays, in project organization in enterprises, the revolution of corporate form will be reorganized because of the growth principle of this form of knowledge, and it will point to the direction of maximizing intelligent production. The purpose of flat organization is to meet the needs of this intelligent production.

Project innovation management.

The management innovation mechanism is a mechanism that promotes the continuous innovation of enterprises. There are a lot of work to be done on how to promote the improvement of the enterprise's innovation ability through the establishment of innovation mechanism, such as establishing an organization's self-change mechanism, talent incentive and evaluation mechanism, and fostering an innovation culture.

Project knowledge management.

The main contents of knowledge management in enterprise projects with information technology are:

Establish a project "knowledge director" to manage knowledge assets. The main function of the project knowledge director is to establish an environment that can promote learning, accumulate, share and innovate knowledge; enable the management of the project knowledge base to run normally, be updated in a timely manner, and have appropriate content; strengthen knowledge integration, create new knowledge, and coordinate Promote the process of knowledge sharing.

Strengthen project intangible assets management. Update and evaluate intangible assets in a timely manner, choose to abandon, protect or sell intangible assets, and give full play to the role of patents, trademarks, technical know-how, marketing management experience, customer relationships, project organization systems and other intangible assets.

Establish a project training system to improve the quality of human resources. The competition in the era of knowledge economy is the competition of knowledge, after all, the competition of talents. Attracting and cultivating technical and managerial talents for high-tech projects, and establishing a stable talent team are major advances in enhancing project competitiveness.

Information Management Tools

With the development of the IT industry, project expansion and investment in the IT industry abound. In order to improve the level of project management and win market competition, especially after joining the WTO, it has project management talents that are in line with international standards in the domestic and international markets. More and more people in the industry are participating in project management training in different ways and strive to obtain The world's most authoritative professional project manager (PMP) qualification. At the same time, most IT industry project managers are trying to use project management software to assist in managing their projects.

For a large enterprise / group, the project mainly involves two major categories, one is the main business project of research and development, production and delivery, and the other is the IT project (such as implementing ERP, PDM, CRM, PM and other IT projects). Therefore, as an enterprise project management software, it is necessary to be able to solve the project management needs of the above two types of projects at the same time; not only need to have three core functions of strong time management, resource management and cost management, and secondly, there is scope management, Procurement management, communication management, risk management, quality management and integrated management functions.

The user's needs also put forward higher requirements for the technology used in future enterprise project management software, such as large data storage, large user concurrent access, enterprise multi-branch support, large user system maintenance, and system availability. Extensibility / integrability / customizability, etc.