The hottest engine of project-based management org

Project management: the engine of organizational change

from project management to project management

project management has existed since the beginning of human organized activities. The great wall of China, the pyramids of Egypt, and the Roman garden we are familiar with are all examples of the success of original project management. But the real modern project management is the product of World War II, which was first conceived in the development of the American atomic bomb. In the early 1990s, project management extended from government departments to other organizations and groups, and gradually applied to software enterprises and construction engineering enterprises. In the mid-1990s, project management expanded its application to non project organizations such as production enterprises by defining traditional tasks as projects

project management is developed from the gradual deepening of project management. Since the late 1990s, European and American countries have taken project management as the engine of institutional, corporate and other organizational change. By planning and managing the framework of change, project management has been applied to the changes of commercial enterprises, public institutions and other organizations in all industries, carrying out new businesses, or effectively carrying out business process reengineering, so as to accelerate organizational transformation and shorten the cycle of change

from 1991 to 1993, IBM experienced a serious decline in performance, which led to the introduction of a new president Gerstner. After a round of business process reengineering, he realized that in order to better play the role of business process reengineering, it is necessary to find another way to revitalize the company's business. Therefore, IBM announced on November 19th, 1996 that the company had become a project-based organization, and took project management as the core competitiveness of the company to achieve the goal of organizational change. The most important aspect is IBM's project management center

why is project management

the difference between project-based management and general enterprise management is that general enterprise management focuses on positioning the company's products and markets from an overall and strategic perspective, while project-based management starts from specific tasks and transforms the company's vision or strategy into real products or services. Project management not only organizes and manages the typical projects in the enterprise, such as the construction of new plants, but also treats the innovative activities in the traditional operation of the enterprise as projects, and then carries out project management, such as enterprise investment and financing, advertising activities, new product listing, investor relationship management, and salary system reform

project management is a complicated and subtle management in all management. The reason why it is so challenging is that it is a kind of compound management, which requires managers to have a variety of comprehensive management capabilities. The most fundamental purpose of project management is how to achieve the predetermined goals as efficiently as possible and satisfy all interested parties of the enterprise under the condition of ensuring time, technology, funds and performance indicators. It is precisely because through compound management, all aspects of enterprise business behavior have become profit centers. As the leader of project-based management, "project manager" is no longer the manager (Manager) in the traditional sense. Because his team is no longer so hierarchical, and the traditional management based on "command and control" is no longer efficient, to enhance the combat effectiveness of the team, we need to "inspire and guide" more, so as to greatly improve the execution of enterprise management

what work can be project-based

there has always been work similar to the project in the daily activities of enterprises, but most enterprises have not fully realized the importance of scientific and systematic management of this part of work. The traditional practice is to put it under the management of functional departments, and this kind of work often needs to coordinate and mobilize the resources and manpower of other departments, so the results often fail to meet the expected plans and goals. If the one-time task in the enterprise, without standard implementation documents, and the unique and unrepeatable work are transformed into a project, the project team will be dissolved immediately after completing the special mission and return to the original department. The model of project management can be adopted, which is often more effective

if the new pharmaceutical factory is a project, the daily production process after completion and operation is operation. Usually, the process business of the enterprise is still carried out in the traditional way, but the treatment of any change is implemented as a project. Therefore, on the one hand, enterprises should operate repetitive businesses in the traditional way, on the other hand, they should also support and manage a large number of new projects. Therefore, the pressure brought by large-scale changes that the original single functional structure cannot cope with can be quickly and systematically responded through the way of project organization

how to realize "project"

TSL converts daily work into projects through "eight steps":

Step 1: the project committee (PMC) is composed of functional department managers, project management professionals (IPMP) and senior executives. The general manager serves as the director of the project committee, and the PMC is responsible for the appointment of the project manager, project evaluation, demonstration and acceptance

step 2: every year, each department submits the list of work tasks for this year according to the annual work plan, and reports the work and tasks involving C (cost), t (time), s (SCOPE) - interdisciplinary and interdisciplinary to the project committee according to the project establishment

step 3: PMC organizes a project meeting, selects the projects approved this year from the application, and determines the management level and priority of the project according to the source, importance, complexity and involved resources

Step 4: PMC approves the project initiation, signs and issues a formal project contract with the designated project manager, and reviews the project plan submitted by the project manager. The project plan should include: project team members, deliverables, construction period, resource plan, acceptance standards, etc

step 5: PMC entrusts the Project Office (PMO), the permanent management organization of the project committee, to supervise and coordinate the implementation of each project and assist the project manager in the management of each project

step 6: the project manager shall manage the whole process of the project according to the planned objectives, budget, progress, milestone plan, WBS, personnel division, change control and project report by using technical tools in accordance with the procedures and documents of project management, and keep in touch with PMO at any time to obtain support

step 7: PMC will hold the coordination meeting and project acceptance meeting of the project irregularly to correct the problems in the process of project operation at any time, and mediate the conflicts between projects. The engineering plastics in key markets will increase at a growth rate of about 5%, optimize resource allocation, accept the completed projects, and commend the project manager

step 8: hold the annual project appraisal meeting every year, select the "top ten projects" and "top ten project managers", and withdraw 10% of the income from the project as the project management reward fund, reward the excellent project team every year, and select excellent employees to participate in professional project management training and IPMP certification

(end)