Before going public, the three businesses that supported Rongzhilian were: products, solutions and services. After listing, we should increase investment in product research and development, and Rongzhilian should be bigger and stronger. Customization, solution productization, product solution productization, service branding? Strategic policy. And these strategic goals are gradually broken down into departments, which are then broken down into specific tasks and implemented by individuals, making action plans, timetables, quality monitoring and so on. These are typical project management elements.
Therefore, Wu Xuan believes that a good development strategy must have scientific means of implementation. There are many ways to implement the strategy, such as balanced scorecard and six sigma, but project management undoubtedly plays an important role in it.
Highlight the maximum role of the project management office
In the past, people in Rongzhilian Project Management Office (PMO) were easily used as project managers because of their strong communication skills and understanding of project management. As a result, there are more PMs, but one PMO is missing. In the past, project managers only asked PMO for help when they needed project document templates, and PMO's position in the company was not high.
In order to change the above situation, Rongzhilian quickly increased the number of PMO personnel and further subdivided the functions of PMO into three parts. The first part is responsible for process management, the main work is to improve the process at the company level and the department level, coordinate the process operation and running-in between departments, and continuously optimize; The second part is responsible for project services, and the main work is to formulate and maintain the management processes, templates and specifications of various complex projects; The third party is responsible for project management. The main work is to manage the projects that the company has reached a certain level in a centralized and unified way, and strive to set up the Rongzhilian project management center to give full play to the role of PMO.
In recent years, Rongzhilian has more and more large projects involving multi-products, multi-departments, multi-outlets and multi-centers, and the demand for PM and PMO is increasing day by day. As the vice president in charge of PMO and technical system, Wu Xuan is quite clear about the work plan of PMO. He said that PMO has a very clear and detailed plan. The first is to unify the template of typical project management and support many existing project types of the company, such as system integration and support. Secondly, we should establish a bottom-up reporting system. In the past, when the business scale was small, it was effective to communicate through project meetings. With the expansion of business, there are now a dozen or even dozens of projects in a large area at the same time. It is impossible to know the progress of all projects in the traditional way. It is necessary to establish a daily project information notification mechanism, formulate some processes and reports, effectively reflect the project status, upgrade the project problems, and let the management find and deal with the existing problems in time.
In addition, Rongzhilian will pass a number of qualification certifications this year, such as CMMI-3, ISO20000 and system integration qualification upgrade. In short, under the leadership of PMO, Rongzhilian has embarked on the road of standardized management.
There are principles for screening projects.
Project management studies how to achieve project objectives with good quality and quantity within the budgeted cost and time limit. When enterprises are faced with many business opportunities, from a strategic point of view, where should project management start? Source? Grasp that the focus is no longer on the cost and objectives of a single project. At this time, the screening of projects becomes very important. Wu Xuan gave an example. There is a resident project, which needs more people to invest, and the accounting profit is very limited. It is in a dilemma. Later, after interviewing the customer leaders, it was found that the customer was looking for a strategic partner, and this resident service contract was just the beginning. So Wu Xuan went back to the company for a meeting and made important adjustments. Now this customer has become a senior customer of Rongzhilian.
Wu Xuan said that in the past, there was no clear screening method in the decision-making chain of projects, and front-line personnel could also make decisions. Some good project opportunities were missed because of the perspective and height of the problem. After discovering this problem, the management withdrew the right to choose and decide the project. Whether a project can be done is no longer simply decided by front-line personnel, but by the senior management of sales and technical systems (director level or above).
Regarding project screening, Wu Xuan said that Rongzhilian has its own principles. First, it depends on the customer level related to the project. For example, those who bring high profits to the company and have continuous demand are of course high-level customers. Second, it depends on whether the project is in line with the company's main direction or strategic objectives. Third, the contract amount of the project; Finally, the reproducibility of the project. In fact, these principles are closely related in practice.
The author believes that only an enterprise executive like Wu Xuan can apply these principles and make project selection according to the strategic objectives of the enterprise.
Implementing project management has a long way to go.
Like other companies, Rongzhilian is striving to improve the project management level, but there are still many obstacles that hinder the smooth operation and promotion of the project. Wu Xuan is deeply touched by this. He lamented that the first is the concept of project management. For example, the company has a powerful software tool, namely case management system, which can track the progress of tasks, is simple and easy to use, and plays an important role in daily service activities. But when it comes to goal-oriented projects, it can't meet the demand. To do this, we must follow the laws of the project itself and manage it from the beginning of the project establishment and planning, resulting in a large number of documents that make many employees uncomfortable, incomprehensible and even contradictory, and feel that the daily work burden has increased.
The second is the coordination between departments. As mentioned above, Wu Xuan is committed to unifying all projects into PMO management. This is a very good idea, and there will be twists and turns in real implementation. For example, some departments will think that since PMO is managing the project in a unified way, they don't need to pay attention to the project. Even if a case occurs in the process of project implementation, it looks different from ordinary cases. They think that its delivery integrity does not need to be managed by their own departments. This phenomenon is common in the initial stage of operation, and the coordination workload is very large.
Third, Rongzhilian's project types are complex, and the management and implementation of many projects are not unilaterally decided by Rongzhilian. For example, there are many roles in a project: general integrator, subcontractor, partner, etc. No matter which role, there is a problem of project management template, specification and process docking. Due to the uneven management level of new projects, it is very challenging in the actual implementation process.
Faced with the above difficulties, Rongzhilian has invested a lot in the construction of management system this year, especially from the foundation, from functional classification to departmental division, from departmental responsibilities to posts and processes, from departmental planning to post assessment, and then to departmental recruitment needs. The whole system is a big project, and its process control verifies Rongzhilian's project management ability. It can be seen that the implementation of project management still has a long way to go.