Introduction: project management: a systematic approach to planning, progress and control. The following is a successful project management case I compiled for you. Welcome to read!
Chapter 1: Case analysis of successful project management J.W. marriott, Jr. is the chairman and CEO of Marriott International Hotel Group. He likes walking management and enjoys visiting his hotel.
He has been to this hotel and noticed that the customer's evaluation of the waitress's service is not very good. He asked what the problem was, but the manager said he didn't know. However, Little Marriott noticed the manager's uneasy body language and then asked the waitress what the salary was. After getting the answer, he then asked why the treatment was lower than the market standard. The manager said: the salary increase is decided by the head office, and he doesn't want to mention it.
The conversation lasted only 30 seconds, but Marriott Jr. found three serious problems: First, the head office was in charge of too much. Second, the top management attaches more importance to profit than customer satisfaction. Third, the manager is afraid to ask for a raise, which shows that his superior is a bad listener. Of course, Marriott solved these three problems.
This is a perfect case about how to make a decision, but in marriott's view, this is a case about listening. He said:? All I did was change the manager's habit of saying nothing and tell him that someone would listen to his questions? This is something that his superiors obviously don't want to do. ?
Marriott attaches great importance to listening and is good at listening. As a listening CEO, he has at least ten experiences worth learning from other managers.
First of all, listen to the opinions of grassroots employees. Little Marriott is used to listening to the opinions of employees directly.
Second, listen to each other's body language. Find the information that the other person wants to hide from the body language.
Third, make good use of your body language to show that you are interested in the topic you are talking about.
Fourth, keep proper silence. Don't say that you have made a decision too early.
Fifth, don't judge whether the information is accurate by whether the expression is charming or not. Little Marriott found:? Just because a person is eloquent and expressive doesn't mean that all his ideas are correct. On the contrary, some people are introverted and shy and what they say may be worth listening to. ?
Sixth, don't listen selectively. At the end of 1980s, the over-expansion of the hotel industry was very serious, but Little Marriott was blind and confident, only paying attention to the positive news, and finally paying a painful price. Little Otto concluded:? Selective listening is almost as bad as not listening at all. ?
7. Listen actively, that is, ask questions. ? The top level of this skill team is particularly important (chairman, general manager). Because of their high positions, these people usually don't get so close to junior employees. ? Little Otto recommended asking such a question:? what do you reckon ?
Eight, listen to customers. ? At Marriott, we rely on customers to tell us what we did right and what we did wrong. This is the only way to determine whether we provide the service they want. ? For example, hotels once tried to hide sockets for the sake of beauty. Through the investigation of business travelers, Marriott found that the sockets need to be adjusted: with the popularity of notebook computers, business travelers hope that the sockets in the room can be seen and reached.
Ninth, turn listening into action. When you hear a problem, you have to solve it. This is the original intention of listening.
Know when to stop listening. At some point, we must stop debating and collecting facts, and make a decision based on the information we already have.
Marriott Jr believes that knowing when to stop listening is a key moment to test the overall listening ability of the company. Obviously, George W. Marriott is not only listening by himself, but also building the listening ability of the whole company.
Marriott Jr., who is good at listening, introduced marriott, who is good at listening, into the book Evergreen? Forward-looking company? Along with IBM, General Electric, Citibank, Disney, Sony and other companies.
Chapter 2: Case Analysis of Successful Project Management While many people are curious about the consequences of a serious car accident, millions of Americans are watching the first season of NBC's Celebrity Apprentice, trying to see a group of celebrities exaggerate their self-expression and try to win the reality show host Donald? DonaldTrump's favor. Who can resist such a TV program? It was broadcast in prime time, and many celebrities participated in it. Other 1 1 aspiring stars showed that they won praise and Trump donated $250,000 to charity.
When it comes to how to work more effectively, watching such a reality show is certainly of little value to businessmen. However, the truly strategic content may be hidden behind the superficial rhetoric. In addition to attracting audiences with celebrities, this TV program also provides insights on how to be an effective project manager. Things are not as simple as they seem.
? Let the team complete the correct task quickly, which is the essence of project management. ? Sid. Sidkamp said. He is a consultant and the author of the best-selling book The Ultimate Guide to Project Management. ? This is why programs like Celebrity Apprentice provide valuable value, even though it is so unrealistic. ?
? This kind of project shows that the basis of doing business is people and relationships. This is an interesting study on human nature. ? Tim. Tim Jenkins said. He is the CEO of PointB, a project leadership consulting firm.
So put aside doubts and consider the following best practices of project management, many of which are selected from the scene of Celebrity Apprentice. Putting these suggestions into practice doesn't require celebrity pedigree, they are rooted in solid principles and are applicable to the real business world that project managers may face. Although it won't make you a celebrity apprentice, it can help you become a star in the field of project management.
Judge whether the project is utility priority or efficiency priority. Anyway, it's either this or that, Tom, business consultant? Tom Danovschi said. Projects aimed at improving efficiency usually aim at finding better ways to reduce costs. And those practical-oriented projects are to develop through innovation and do something different from what we have done before. ? Being different can make the project clear.
Determine whether the project meets the company's goals. Danowski said:? It's important to put what others ask you to do in context. You must link the project to a broader goal and clearly link it. ?
Be a point guard. Successful leaders are willing to do things behind the scenes and attack directly, while others do most of the scoring work. Jenkins said: In Celebrity Apprentice, people often assume that they will show their leadership as long as they are responsible or instructed. But it is rarely advocated. ?
Use emotional intelligence early. Concept realization expert Rowley? RoryCohen said that in order for team members to buy it, everyone needs to be encouraged to submit their ideal plans and talk about how the project will proceed and how to achieve the goals.
Dare to face the obstacles ahead. The team you are facing may not agree with or fully understand the ultimate goal of the project. In any case, the project manager has the responsibility to make everyone work hard for the goal, Cape said. You can define it as an opportunity to show their skills.
Think like a psychologist. Psychologist Joyce? According to JoyceBrother? Invest in relationships with team members, so that you will know what motivates them. ? This is the unshirkable responsibility of the project manager, Jenkins said. Cohen added that guiding participants' self-awareness to develop in a positive way is the biggest challenge facing project managers. Don't try to suppress them. You need people who are self-conscious, and they will work harder. ?
Check your own self-awareness. Jenkins said that the best project managers are willing to let go of their self-awareness and help team members complete their tasks. ? People will be more willing to do something for you if they see you working on their behalf. ?
Identify key outsiders. Danowski said that it is very important to know who has the decision-making power in project financing or other important links. It is also helpful to maintain friendly relations with their assistants and middle managers. In fact, it is they who may use the scheme or process developed by your team.
Spread the news. Use communication tools, such as intranet blog, mass email, etc. Let the beneficiaries often appear in the news about the progress of the project and keep them interested.
Be a smart negotiator. Don't try your best to win every battle. ? Jenkins said, what is the final game to understand? Recognizing that giving up a negotiation point may help to achieve greater goals on the following road. ?
Don't go by the side door. Don't compromise on morality or business value. The mentality of winning at all costs will cause trouble.
Rewards and celebrations. After success, publicly reward team members. ? Children's self-awareness needs to be rewarded. ? Cohen said. Small and meaningful expressions are usually enough, such as praise in front of colleagues, an email from the president of the company, etc.
Remember, you are operating in a real business environment, which has nothing in common with reality shows. It's not realistic to cultivate business intelligence with reality show, so learn the real value of Celebrity Apprentice: look at the mistakes people may make when managing projects and people.
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