First of all, it is necessary to clarify the expected value of the project, do a good job in demand research, and formulate practical project objectives around the core business processes of the enterprise. This goal should not be ambitious and comprehensive. The purpose is to meet the needs of core business processes, postpone or not build content that has little or nothing to do with core business processes, and focus business expectations on goals that are easier to control and quantify. The project implementation completely revolves around this expectation, which is also the most important point in the project implementation. ?
Secondly, information engineering is a systematic project, which needs the cooperation of many departments and links. The delay of any department and link will lead to the extension of the whole project implementation cycle. Therefore, the implementation cycle of the project can be effectively guaranteed by focusing on the "short board" link that affects the project progress and promoting its synchronization with other links of the project. ?
Thirdly, informatization projects often have a long cycle, so it is necessary to establish a project time guarantee mechanism in the project implementation stage to ensure that the project has a clear goal every day, so as to effectively control the project progress. ?
Finally, due to the wide coverage, large number of participants, uneven quality of personnel and different grasp of the project, it is necessary to carry out project popularization training for the personnel involved in the project and even the senior management before the project starts, and carry out relevant project training during the project ... As the saying goes, sharpening the knife without cutting the firewood can effectively improve the efficiency of project implementation, thus ensuring the implementation cycle of the project. ?
Cost control of critical control point 2 project?
First of all, informatization project is the application of it technology in enterprise business, and its development and implementation are based on the project requirements put forward by business departments. However, due to the long time of project development and implementation, it often happens that the business requirements change after the system development is completed, which leads to the project having to be redeveloped. The main factors that affect the project cost.
The reasons for this situation are: on the one hand, the preliminary investigation of the project team is not deep enough to fully grasp the real needs and development direction of the business department; On the other hand, with the deepening of the project, the business department has a deeper understanding of the application of the project in the business. In order to control this cost increase from demand change, the project manager should not only conduct more in-depth project investigation in the early stage of the project, but also increase the training of business personnel so that they can have a deeper understanding of the project before applying for the project. ?
Secondly, in the process of project implementation, various business-related application requirements come one after another, and the increasing project demand will increase the project budget, thus forming another important factor affecting the project cost. In this case, the project manager should treat it differently. If it is really a demand that helps to realize the project expectation and improve the project implementation effect, it should be adopted even if it affects the project cost and prolongs the project implementation cycle, which is a useful supplement to the project. If the demand has little or no relationship with the project expectation, it should be resolutely given up. ?
Therefore, before the implementation of the project, accurate project expectation, clear project development tasks and scope and strict implementation can effectively control the cost increase of such projects. ?
Finally, another major source of information project cost is human resource cost, so we can't ignore the soft cost of human resources while seeing the hard cost of project hardware and software. Effective control of project implementation time, rational allocation of human resources and avoidance of waste of human resources are the keys to control this cost.
Quality control of critical control point 3 project?
The quality control of informatization projects includes two aspects. On the one hand, it is the quality control of IT technology itself (hardware, software, system); On the other hand, the most important one is the quality control of it technology applied to enterprises. For the former, it can be considered according to the national quality standards, while for the latter, there is no unified standard and it is difficult to implement quantitative control. However, the main body of informatization projects is enterprises, and the only criterion for testing the quality of IT technology applied to enterprises should be the implementation effect of the projects in enterprises. Therefore, to do a good job in the quality control of information projects, we need to do the following:
Evaluate the adaptability of the project technical scheme. The final effect of informatization project is reflected in the application of enterprises, so the scheme that is not suitable for the actual situation of enterprises is not a good scheme even if the technology is advanced and the structure is stable. This requires the project manager of an enterprise, after receiving the project plan provided by the software company (implementer), to first evaluate its adaptability: on the one hand, to evaluate whether the project plan is consistent with the technical route of other projects of the enterprise. Informatization project is a systematic project that affects many levels of enterprises, so it is not independent, but closely linked with other projects. If the technical routes of informatization projects are inconsistent, it will lead to poor information circulation between informatization projects and inconsistent data interfaces, forming various information "islands"; On the other hand, evaluate the degree of integration between project plan and enterprise business. The end user of the information system is the business department, so the project plan should adapt to the business needs of the enterprise, and be easy to integrate with the business process of the enterprise, and improve the business level in a planned way on the basis of fully meeting the business needs. Both evaluation and project acceptance are paid equal attention to in the project management stage, and the construction of informatization projects generally takes a long period, and the effect of informatization project construction will take some time to show. Therefore, if the acceptance and evaluation of the project focus on the completion of the project, it will lead to excessive project risk. The phased evaluation of the implementation, application, consideration and improvement of informatization projects will not only help the project manager to control the quality during the project, but also effectively reduce the risk of informatization projects.
Document tracking of project implementation In the process of project implementation, the construction (use) manual is compiled according to each stage of implementation, and the documents are tracked, and finally summarized into a unified project construction (use) document after the project is completed, which is helpful for the project manager to master and supervise the project quality.
Risk control of key control point 4 project?
The risk control of informatization project can reduce the uncertain factors in the process of informatization project implementation and effectively improve the success rate of informatization project implementation. As the core of informatization project is to provide application services for enterprise business through it technology, the risks of informatization project mainly come from the following three aspects:
First, technical risks, such as the quality of technical architecture, the technical ability of software providers and the implementation experience of project implementers, form the technical risks of information projects. In order to avoid the technical risk of the project, on the one hand, the project manager of the enterprise should choose the software provider with strong development ability and the project implementer with rich experience and excellent service; On the other hand, it is necessary to grasp the consistency between the technical framework of the project and that of other information projects in the enterprise; In addition, the introduction of third-party professional consulting, supervision and project evaluation is also an effective means for enterprises to avoid technical risks.
The second is application risk. The application risk of informatization project is formed by the adaptability level, integration degree and the influence of project implementation when informatization project is applied to enterprises. Before the implementation of the project, the project adaptability evaluation can predict the degree of integration between the project and the enterprise business, effectively predict the problems brought by the project application and study the solutions in advance; In the process of project implementation, monitoring the implementation and application effect of the project at any time while implementing and applying can also effectively avoid the application risk of the project. ?
The third is the implementation risk, which stems from the uncertain factors of time, cost and quality in the process of project implementation. The means to reduce this risk is that the project manager strictly controls the time, cost and quality of the project through his own organizational, decision-making, communication, business and technical capabilities.
I hope I can help you, thank you!