2. The root causes of project failure are generally divided into-
Objection and damage. The failure of the project is the cause of both. ...
The main reason for the failure of Xiao Li's replacement is that there is no better management team organization, so that the project team members are lax in discipline and have inconsistent goals.
Team members of a project are temporarily transferred from different departments to take charge of different links of the project. Things like the above will happen if you don't sleep, and members of various departments will perform their duties because of their interests, which will easily lead to slow progress of the project, poor information circulation and isolated project experience, resulting in the project failing to achieve the expected results. When encountering such problems, we can solve the different positions of team members according to the team management of management.
To manage the team organization, we must first let the team reach a consensus on the project positioning, and we can use "liaison officers" to achieve this link. This "liaison officer" must invite unexpected individuals to organize, and can't find no one in the team to avoid the conflict of vague understanding.
3. Project progress:
(1). Demand analysis-
At the beginning of the project, we should first establish good communication with the project customers, and fully understand the meaning of the project customers, such as: what do they want, what do they want the project to achieve, and how to achieve it? Wait a series of questions.
After we understand these problems, the further analysis is the consideration of project stakeholders. Stakeholders are people and things that are disturbed during the implementation of the project, including project managers, team members and customers. To exclude customers, at least the following factors should be considered: does the content required by customers interfere with the members of which link in the project implementation? What are the risks? Which factors are unnecessary and which factors can be ignored? (This can be analyzed by drawing a pareto chart when analyzing the project requirements.
/view/1976122 de2bd960590c6779f.html Pareto Baidu tutorial)
After the stakeholder analysis in the first step is completed, if necessary, in order to make the team members more in line with the success and goals of the project, it is necessary for us to hold a "project meeting" to discuss freely through the "contact person", encourage all the project members present to participate, and allow participants to explore new ideas and ideas on the basis of their own and others' opinions, so as to get rid of the internal problems of the project and make the members enter the state. (Of course, there will be some troubles ... So in order to maintain the quality and order of the site, we promulgated the rules for all members to discuss freely at the beginning of the meeting, which means' If You Are the One', and then began to organize team members to streamline their opinions under the leadership of the project manager, and analyze which opinions are important, which opinions are necessary and which opinions are not necessary with full consideration of members' feelings.
When the team members reached a * * * understanding of the project, they began to write documents, project schedule and time planning, and so on.
Management team: project team incentive management regulations, implementation methods of members' rewards and punishments (in order to strengthen team members' discipline and initiative and improve employees' work efficiency),
PS: In view of the failure of this project, analyze your three questions ... personal views, for reference only ...:)
Reference book:
It is suggested to look at the Project Management Toolbox edited by Ma, Machinery Industry Press. As a necessary practical book for the project experience desk.
Dean Leffingwell & Don Widrig, editor-in-chief of software requirements analysis use case method (part of team management skills).