American scholar David. Crane pointed out: "strategic management and project management will play a key role in coping with changes in the global market." Strategic management is based on the long-term and macro-view, considering the core competitiveness of enterprises, as well as business process reengineering, business outsourcing, supply chain management and other issues around improving core competitiveness; Project management is based on a certain period and a relatively micro level, considering limited goals, learning organizations and teamwork.
Project management is a scientific management method. In the way of leadership, it emphasizes personal responsibility and implements the project manager responsibility system; In the management organization, it adopts a temporary dynamic organization form-project team; In terms of management objectives, adhere to the management by objectives under the principle of optimal efficiency; In terms of management means, there are relatively perfect technical methods.
Because most activities of human society can be operated according to projects, project management has penetrated into all walks of life and appeared in different types and scales. Some projects refer to broad categories, such as World Bank loan projects, urban construction projects and technological transformation projects. Some projects refer to a specific task, such as organizing an IT knowledge contest and holding an IT training class.
For enterprises, project management ideas can guide most of their production and operation activities. For example, market investigation and research, market planning and promotion, new product development, introduction and evaluation of new technologies, human resource training, improvement of labor relations, equipment transformation or technological transformation, financing or investment, information system construction, etc. Can be regarded as a specific project, completed by the project team.
Two systems of project management: IPMA and PMI. At present, there are two research systems of project management in the world: one is the European-led system, namely the International project management institute (IPMA); The second is the system led by the United States, namely the Project Management Institute (PMI).
The members of IPMA are mainly project management research organizations representing different countries. The organization is registered in Switzerland with the registration number 1965, and it is a non-profit organization. It attaches great importance to the qualification certification of professionals. Generally speaking, the evidence collection of project management professionals is divided into four grades: A, B, C and D, and the grade standards are quite different. Among them, Grade A is the certificate level of engineering director (equivalent to general manager level), Grade B is the certificate level of project manager, Grade C is the certificate level of project management engineer, and Grade D is the certificate level of project management technician. Different qualification certificates have different standards. Compared with PMI certification, IPMA pays more attention to practical ability.
The members of PMI are mainly experts from enterprises, universities and research institutions, and it has developed a project management knowledge system (PMBOK). The knowledge system divides project management into nine knowledge areas: scope management, time management, cost management, quality management, human resource management, communication management, procurement management, risk management and comprehensive management. According to this document, the International Organization for Standardization has formulated the ISO 10006 standard on project management.
The qualification certification system of PMI starts from 1984, and those who pass the certification become "project management professionals" (PMP). The focus of PMI project management professional certification is different from IPMA qualification certification. Although it includes the examination of project management ability, it pays more attention to the examination of knowledge. Applicants must take and pass an exam that includes 200 questions.
At present, the development of international project management is reflected in three hot spots: certificate fever, training fever and project management software fever. China is no exception, and the relevant state departments are working to formulate the qualification certification framework and detailed rules suitable for the national conditions.
The essence of project management: how fast, how good and how cheap. In layman's terms, a project is a one-time task to complete a set goal under certain resource constraints. This definition contains three meanings: certain resource constraints, certain goals and one-off tasks. Resources here include time resources, financial resources, human resources and material resources.
If time and resources are listed separately, which is called "schedule", and other resources are regarded as expenses or costs that can be obtained through procurement, then we can define a project as a one-time work task to achieve a certain quality in order to achieve the set goals under certain schedule and cost constraints.
Generally speaking, goals, costs and progress are mutually restrictive. Among them, the goal can be divided into two aspects: task scope and quality. The purpose of project management is to seek the organic unity of (multiple tasks), (fast progress), (good quality) and (low cost).
Usually, for a contract project, its task scope is certain. At this time, project management has evolved into how to handle the relationship between quality, schedule and cost within a certain task scope.
Project management is the patron saint of information system construction. Information system (IS) is a kind of project, so it must be guided by the ideas and methods of project management. In the past, there were two 80/20 estimates for the construction of information systems: first, 80% of the projects failed, and only 20% of the projects succeeded; Second, 80% of those failed projects were caused by non-technical factors, and only 20% were caused by technical factors. Here, non-technical factors include the change of business process and organizational structure, the concept of enterprise leaders, the quality of enterprise employees, project management and so on.
In most cases, the failure of information system projects is ultimately manifested as cost overruns and schedule delays. We can't guarantee that with project management, IS construction will be successful, but if the project management IS improper or there is no project management consciousness at all, IS construction will inevitably fail. Obviously, project management is a necessary condition for the success of information system construction, not a sufficient and necessary condition.
Although the failure of IS construction caused by project management mistakes is particularly prominent in the IT industry, it has not attracted attention for quite some time. The reason is that the average profIT rate of IT industry is much higher than that of traditional industries, so it can still make profits even if there are great internal problems, which leads many IT enterprises to ignore the role of project management. Zhongqing Online once published an example: the marketing department of a well-known IT company received a project from an old customer, and the customer paid 654.38 billion yuan to develop the project. The theoretical profit calculated when undertaking the task is quite high, but when the financial settlement is completed after the project, it is found that the project is actually a loss. When investigating the reasons, the Finance Department conducted a strict audit of the project, and found that the main reason for the loss was that the customer changed the demand many times. The project team always thought that there was enough profit, so it did not charge the corresponding change fee for the changes proposed by the customer. At the same time, the customer department spent a lot of banquets or gift fees to maintain the customer relationship. This example shows that there are serious problems in the project management of this enterprise: there is no clear customer demand, no standardized project cost management, and no strict cost estimation, cost budget and cost control for the project during the project determination period; In the course of the project, the customer did not respond to the change of demand in time and recalculated the cost according to the corresponding procedures. It can be said that the negligence in project management doomed the failure of the project.
Particularity of information system engineering As a kind of engineering, information system construction has three distinct characteristics:
1. Inaccurate objectives, vague task boundaries and quality requirements are mainly defined by the project team.
In the development of information system, customers often only have some preliminary functional requirements at the beginning of the project, and there is no clear idea and exact requirements, so the task scope of information system project depends largely on the system planning and requirements analysis made by the project team. Because the entrusting party is not familiar with various performance indicators of information technology, the quality requirements that information system projects should meet are more defined by the project team, and the entrusting party undertakes the review task. In order to better determine or review the task scope and quality requirements of the information system project, the client may hire an information system project supervision or consulting agency to supervise the implementation of the project.
2. The customer demand changes with the progress of the project, which leads to the continuous change of the project schedule and cost.
Although the system planning and feasibility study have been done and a clear technical contract has been signed, with the progress of system analysis, system design and system implementation, the demand of customers has been continuously stimulated, resulting in frequent modification of procedures, interfaces and related documents. Moreover, new problems may appear in the process of revision, and these problems are likely to be discovered after a long time, which requires the project manager to constantly monitor and adjust the implementation of the project plan.
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