In terms of information project management, S Group obviously lacks IT strategic planning. The preparation time of mobile commerce project has been two years, but the project kick-off meeting was actually held in the absence of the project manager. Therefore, the whole life cycle of the project is arbitrary, reflecting the lack of IT planning in S Group. Project kick-off meeting is very important for the project, and its core lies in empowering the project manager and defining the high-level goals and available resources of the project. In the course of project operation, Manager Zhong Jian postponed the project start-up time for many times, repeatedly submitted materials, and the project manager worked overtime in person, which reflected from the side that the project manager's control over resources was still insufficient, which was also one of the results of the inadequate start-up meeting. Secondly, the project planning of S Group's mobile commerce project is unreasonable. According to the case, the project launch date has been adjusted several times, namely, August/KOOC-0/6, September/KOOC-0/,June/KOOC-0/0 and June/KOOC-0/0. From the project results, it is obvious that the project progress has been delayed, but from the root cause analysis, the overall planning of the mobile commerce project of S Group is very subjective. From the perspective of project management, we can't see the project management plan and its sub-plans (such as scope management plan, schedule management plan, cost management plan, human resource management plan, communication management plan, risk management plan and procurement management plan). As a project manager, facing the unattainable goal, although he put forward some opinions on the project progress, he didn't make any excuses under the reprimand of General Manager Zheng. This case of "compromise for perfection" is everywhere in China, which actually reflects the lack of experience of project manager Zhong Jian in project planning. As the project manager, he is responsible for achieving the project objectives. Since he knows the infeasible goal, why does he have to do it reluctantly? From the whole case, the project lacks a data management plan, including how to manage data during the project cycle, as well as static data, dynamic data format, collection requirements, division of responsibilities, schedule requirements, data quality and so on. The SAP ERP implemented by the author also faces data problems. In addition to the basic data of the headquarters (large and small materials, BOM, supplier master data, customer master data and material data have been initialized to hundreds of millions of records due to industry characteristics, which shows that the workload is huge), there are also static data and dynamic data of 600 stores nationwide, especially dynamic data, which involve the consistency of data and need to be compared with the old management system. The difficulty can be imagined. In the middle of the project, that is, the "system realization" stage, the author held a kick-off meeting of data collation while configuring the SAP background, arranged various tasks, and adopted effective strategies, such as collecting static data in advance, entering it into the system, and checking dynamic data at multiple levels and positions. In the whole process, it is worth mentioning that it should play a leading role, because data processing is a very detailed, tedious and heavy work. The measure we have taken is to effectively use EXCEL and other functions to compare batch data, and achieved good results. In the project operation, we are more involved in IT, the problems are solved by IT, the weak links are helped by IT, the chaotic operation is even managed by IT, and so on. , which originated from data management, is worth learning from successfully. Third, the risk management of S Group's mobile commerce project is not in place. From the case, the project schedule is very risky, and the project implementation process also proves this point. As a high-level mandatory requirement, the project schedule requirement is the risk of the project and is based on "assumptions". Assumption is one of the risk sources of the project, which needs to be continuously analyzed and tracked during the operation of the project. The statistical report reflected in September 15 is seriously inconsistent with the daily manual report. In fact, risk identification, risk analysis and risk response measures are not done well. The reason analysis is that "the sales channels are not classified according to the strict provisions of the unified standard", which is the risk. Thirdly, the communication management of S Group's mobile commerce projects also needs to be summarized. In August 1 1, only half of the offices responded to data collection and did not provide data according to the standard requirements, reflecting the lack of communication. Communication methods and skills should be adapted to the local conditions of different projects. From the point of view of data collection, data can be collected through formal, written and templated demand terminals. When the project was postponed twice, on September 22nd, the senior management asked Zhong Jian to report the difficulty of data arrangement at the national sales meeting, which indirectly indicated the passivity of the project manager in communication management. As a project manager, Zhong Jian should set up different levels of project meetings, such as project regular meeting, project review meeting, project progress meeting, project risk analysis meeting and project decision meeting. Through timely and effective thematic meetings, project communication can be done well. Another side detail is worth noting. When determining the final production dates of the project 10 and 16, it can be seen from Ouyang Xue's conversation with Xu Jianguo and Wang that the historical communication frequency of the project is still insufficient. Then, the project change control is missing. There is one detail. 10 On June 8th, the project manager Zhong Jian resigned on the grounds of "danger" in order to adjust the project start date. It can be seen that project change management is still not in place in the mobile commerce project of S Group. For change requirements, you can follow the formal change management process. This case also reflects whether there is no change decision-making framework such as the project change management Committee in the project. Being a project manager is an "integrator" and an "integrator", which requires firm belief and project process management experience. Judging from the case, the project manager's awareness in this respect is relatively weak. Finally, the M-commerce project of S Group has many bright spots. For example, Zhong Jian, the project manager, did an excellent finishing work. Within two weeks after the successful start of the project, he summarized the project problems in the past three months and sorted out a set of relatively perfect project implementation plans, which reflected the comprehensive ability of the project manager and the characteristics of attaching importance to historical information and lessons in project management. Another example is team building. The email about the change of the final project launch date of the project manager reflects the collective overtime work during the National Day holiday, and also includes the performance of the project personnel in several areas. It can be seen that the overall morale of the project is good, and the project manager has made great contributions!
Xinjiang high-grade highway construction engineering change management is one of the important contents of highway engineering contract management. Because the engineering changes in the construction process will have a great impact on the construction progress and project cost, the engineering changes should be minimized. If engineering changes are really necessary, they should be carried out in strict accordance with the procedures stipulated by the state and agreed in the contract. Xinjiang Tu-Yi-Wu-Yi high-grade highway and Wu-Yi-Kui expressway adopt three-level supervision institutions for contract management according to FIDIC terms. Now, I will talk about my own understanding on the management of engineering change in construction. ? 1.？ Definition and proposal of engineering change? Any modification and change of the form, location, size, quantity, quality and standard of various projects involved in contract documents and design drawings (including approved construction drawings) is called engineering change. There are subjective reasons and objective reasons for engineering changes. Subjective reasons, such as rough survey and design work, led to the discovery that many bidding documents did not consider or estimate inaccurate quantities, so they had to change construction projects or increase or decrease quantities; Objective reasons, such as unforeseen accidents, natural or social reasons, such as work stoppage or construction delay. , making project changes inevitable. ? The forms of engineering changes are: the owner changes the original design; The design unit proposes changes; Design changes proposed by the supervision engineer; Engineering changes proposed by the contractor. ? Main items that constitute engineering changes:? (1) Change the elevation, line type, position and size of any part of the project; (2) Increase or decrease the workload, quality and nature of the project given in the contract; (3) Change the construction time and order of related projects; (4) Other extra work required for engineering change. ? 2.？ Confirmation and handling procedures for engineering changes? 2. 1? Confirmation of engineering changes? Because engineering changes will bring about changes in engineering cost and construction period, no matter which party proposes engineering changes, the supervision engineer must confirm and issue engineering change instructions. When the engineering change occurs, the supervision engineer shall promptly handle and confirm the rationality of the engineering change. ? 2.2? What is the procedure for handling engineering changes? It is of great significance to handle engineering changes carefully. Once it is not handled properly, it will often lead to disputes and damage the interests of owners and contractors. First of all, it is easy to make the investment out of control. In order to adapt to the fierce competition in the construction market, contractors usually make concessions in bidding or negotiation, but in the process of project implementation, they may get compensation through changes in engineering quantities and claims, and eventually exceed the original investment. Secondly, engineering changes are easy to cause shutdown and rework, which is unfavorable to the progress; Third, frequent changes will also increase the coordination workload of supervision engineers; In addition, it is not conducive to contract management and quality control. Therefore, it is very important to control and manage it effectively. ? In order to strengthen the management of engineering changes, these two highways have formulated the classification, approval authority and approval procedures of engineering changes. ? (1) According to the content and amount of engineering changes, engineering changes are divided into minor changes, general changes, major changes and major changes. According to the classification, determine the approval authority of the supervision group, the resident supervision office, the director's representative office and the owner. ? (2) Change the examination and approval procedures. In order to better control engineering changes, all changes should be reported by the application department, including the reasons for changes, drawings and the amount of increase or decrease, and should be reviewed by the supervision engineer, and a complete change approval procedure has been established. See the block diagram below for details. ? When the supervision engineer reviews the changes, no matter which party proposes the engineering changes, it should properly negotiate with the owner and the contractor, especially some engineering change projects with more cost increase, which should be fully negotiated with the owner and approved after obtaining the consent of the owner. ? Because some special circumstances, such as examination and approval according to procedures, may adversely affect the project, it is stipulated in the contract management of Wu Yikui expressway that special circumstances can be approved orally by the supervision department with examination and approval authority, and the department that examines and approves the change will confirm it in writing within 7 days and go through the change procedures. At the same time, it is also stipulated that the changes approved by the owner in writing shall be issued by the representative office of the Director General. ? 3.？ Valuation and method of engineering change? 3. 1? Engineering change valuation? 3. 1.2? What are the valuation steps? (1) The supervision engineer shall be authorized by the owner to change the basis and reason of the specification or contract quantities, cost estimation and change, and the rights of the supervision engineer have been clearly stipulated in FIDIC clauses. ? (2) After consultation with the contractor and the owner, the supervision engineer shall agree on an appropriate unit price or price. If negotiation fails, the supervision engineer shall decide an appropriate unit price or price and notify the contractor and the owner. If the above unit price or price is not agreed or decided before, the supervision engineer may decide a tentative unit price or price. ? (3) The supervision engineer has the right to determine the unit price, but shall not change the unit price or price of any item in the bill of quantities (including the daywork rate table), unless the value of such changes is calculated separately to exceed 20% of the contract price, and the actual quantities under this item are greater than or less than 25% of the contract quantities quoted in the original contract price. ? 3. 1.2? Change over 15%? If the supervision engineer finds that the total increase or decrease of the contract price exceeds 15% of the effective contract (excluding the provisional sum and the contract price for daywork) due to the engineering change and the increase or decrease of the actual engineering quantity in the bill of quantities, after consultation between the supervision engineer and the owner and the contractor, an amount agreed by the contractor and the supervision engineer will be added or decreased in the contract price. If no agreement can be reached, the supervision engineer will consider the contractor's site expenses and total management fees to determine the amount (the amount is only based on the increase or decrease of the effective contract 15%). For example, due to the increase in the number of Tui-Uyi high-grade highways, the final settlement amount has exceeded 15% of the contract price. According to the terms of the contract, the supervision engineer adjusted the original contract price after consulting with the owner and contractor. ? If the contractor fails to make appropriate changes to the unit price and price intention within 14 days after receiving the change instruction, it will be deemed that the change does not involve the change of the contract price and will not be evaluated. If the project changes due to the contractor's own reasons (negligence, etc.). ), the contractor has no right to add the project payment. ? 3.2? What is the valuation method of engineering change? (1) If the rates and prices applicable to the changed project are included in the contract, the contract price shall be calculated and changed according to the existing rates and prices in the contract. ? (2) Only if the contract type is similar to the rate and price of the change project, the unit price can be determined and the contract price can be changed with reference to this rate and price. ? (3) If there is no rate and price applicable to or similar to the changed project in the contract, the contractor, the supervision engineer and the owner shall agree on a suitable rate and price as the basis of settlement through appropriate negotiation. If no agreement can be reached, the supervision engineer has the right to decide the rate and price he thinks fit. Whether the rate and price are appropriate is the key to the contractor's claim. ? (4) When the supervision engineer thinks it necessary or appropriate, he can instruct any changed project to change the project valuation according to the daily working methods. For this kind of work, the contractor's fees shall be paid according to the items specified in the daily work order included in the contract and the unit price and price set by the contractor in his tender. ? (5) After the supervision engineer informs the contractor or the contractor of the determined unit price or price intention, if the supervision engineer fails to confirm it without justifiable reasons or the contractor fails to raise any objection within 14 days, it is deemed that the proposed unit price or price intention will take effect on its own. ? 4.？ Engineering change payment? In order to strengthen the payment management of engineering changes, expressway stipulates that engineering changes without change orders will not be paid. Upon receipt of the change order, after the implementation of the change project is completed, it will be paid in the middle of the month after being confirmed by the supervision engineer. However, in practical work, due to the large amount of funds and long construction period involved in some engineering changes, in order to speed up the construction progress and reduce the contractor's advance payment, the advance payment can be made according to the tentative unit price or price of the supervision engineer and the project progress. For example, in the above example, the new drainage project in Wuyikui expressway can be temporarily revised according to the unit price in the contract or similar projects, in kilometers, according to the actual construction progress, and then according to the approval of the project change. This ensures that the contractor has the funds to invest in the follow-up work and speed up the construction progress. But at the same time, it also increases the difficulty of engineering change management, which requires the establishment of a perfect engineering change account, according to the approved department, according to the order of change orders, do a good job in the statistical work of change payment, to avoid omissions and repeated measurement. With the appropriate software, computers can be used to complete this work. The author uses Execl software to carry out change statistics, which is clear and correct, and improves the work efficiency. ? 5.？ Concluding remarks? In the engineering change management of Yi Tu-Wuyi-Dayi high-grade highway and Wuyi-Quexpressway, the methods are proper, the measures are effective, and the implementation is strict, which effectively controls the engineering cost and achieves good results. However, sometimes due to reasons such as slow document transfer and untimely coordination among departments in the process of engineering change approval, it is suggested that the change documents be delivered to the contractor and the supervision engineer at the same time, and engineering change coordination meetings attended by all departments should be held regularly to speed up the approval of changes.
Risk management and management information system construction
There are more and more discussions about the risk of project management system construction. Everyone may have his own understanding of the two concepts of risk and risk management, but it is unknown whether this understanding can become a kind of * * * knowledge. Therefore, this paper hopes to do some related discussions on this issue, aiming at strengthening understanding and increasing its application in practical work. What is risk? Although the theory of risk management has a history of several decades, due to the ubiquity of risks and the specialization of risk management in various industries, risk managers will give different definitions of risks according to their specific scope of activities. It is necessary to define risk, which points out the object and goal of risk to a certain extent. Two definitions of risk are given below. The classic book of risk management, Risk Management and Insurance, defines risk as: the difference of possible results under given circumstances. The definition of risk in insurance theory is: risk refers to the possibility of an accident that adversely affects the rights and interests of the insured. According to the research of risk theory, the general definition of risk is that people's uncertainty about future behavior may lead to negative deviation between the consequences and the predetermined goals. This negative deviation refers to the degree to which the actual result may be different from the expected result under specific objective conditions and in a specific period of time. The greater the difference, the greater the risk and the smaller the risk. This deviation can be described by two parameters: one is the possibility of deviation, that is, the probability of an event; One is the direction and size of deviation. So risk can be defined as: risk is a function of the probability and consequences of adverse events or losses, which can be expressed by the following formula: r? =? F(P, c) (where: r stands for risk; P represents the probability of adverse events or losses; C indicates the consequence of the event, that is, the direction or size of deviation. Therefore, to sum up, we can define the risk of management information system construction as: the degree of possible differences between the actual results of management information system construction and the expected goals of system construction in specific conditions and time. Risk factors, risk events and risk losses 1, risk factors Risk factors refer to factors that can increase or produce the frequency and degree of losses, and are the internal and indirect reasons for the occurrence of object risks. 2. Risk events Risk events refer to the direct or external causes of losses. The reason why risk will lead to loss is mainly caused by the occurrence of risk events; If the risk event does not occur, it will not lead to risk loss. 3. Risk loss refers to the possible negative deviation or difference between a certain result and the expected result. The so-called loss refers to the unintentional, unplanned and unexpected reduction of the value of the risk subject in risk management. This definition includes two important elements: one is unintentional, unplanned and unexpected; The second is the concept of value, which is not necessarily manifested as economic value. The absence of any of these elements does not constitute a risk loss.
Risk characteristics in the construction of management information system. The characteristics of risk refer to the nature of risk and the expression of its occurrence law. A correct understanding of the characteristics of risk is of great significance to the establishment of risk mechanism, strengthening risk management and reducing risk losses in enterprise management information systems. 1. Objectivity risk is a universal objective existence, and people can neither refuse nor deny its existence. Risk exists in the whole process of the development and change of objective things, all the time. We must recognize and face up to the objective existence of risks and take risks seriously with a positive attitude; 2. Predictability Risk is predictable. We can predict and evaluate the possibility and possible harm of a certain risk according to the statistical data of similar events in the past or the experience of others, and then control and manage the risk. The risk of management information system construction can be predicted and judged by learning from other system construction, and the outstanding risk factors can be controlled. Third, the occurrence of loss risk will inevitably lead to loss. For the construction of management information system, the loss caused by risk is certain, and the size of this loss is sometimes difficult to estimate. The losses caused by some risks may even be fatal to the system, which makes the system construction completely fail and ultimately cannot produce any benefits. Fourth, the duality of the results Although the risks of management information system construction will inevitably cause losses, if these risks can be effectively controlled, they can turn disadvantages into advantages and bring huge returns to the quality of the system. Even the greater the risk, the greater the positive value after overcoming the risk. This is the so-called "the higher the risk, the richer the income". Therefore, for the management information system, as long as the main risk factors of the system can be effectively controlled, it will certainly receive unexpected results. It can be seen from a large number of facts at home and abroad that the risk management ability of management information system construction determines the success or failure of system construction to a certain extent, in which the risk is not only manifested in the control ability of hardware such as technology and infrastructure, but also in factors related to people, organizations and systems. Strengthening the management of these factors, finding the root of the problem and effective solutions are the key to success.
Risk assessment in new product development New product development is a complex, dynamic and continuous process, involving a lot of information collection, analysis, screening and transmission, selection and determination of various modes and schemes, input and allocation of various elements and resources, formulation of new product production and marketing strategies, etc. There are different degrees of uncertainty in these works, which leads to the risk of new product development in enterprises. Therefore, in order to successfully develop new products, it is necessary to strengthen risk analysis and evaluation in new product development. Risk identification. To evaluate the risk of new product development, we must first find out the risk factors that may affect the success of new product development and study the consequences of various risk factors on new product development. This stage, commonly called risk identification, is the premise and foundation of any risk assessment. Risk assessment in new product development of enterprises mainly includes the following risk factors: technical risk. Refers to the possibility of new product development failure due to technical factors in the process of new product development. Technical risk is determined by the following factors: the uncertainty of technical success; Uncertainty of technical prospect; Uncertainty of technical effect; The uncertainty of technological life. Market risk. It refers to the uncertainty of the relative competitive advantage of new products, the uncertainty of market acceptance time, market life and the intensity of resources needed for market development, which leads to the possibility of new product development failure. After new products are developed, the price is often more expensive. At the same time, people often have to wait and see the quality, performance and stability of new products for a period of time, or wait for others to use them before buying them, which hinders the rapid penetration and occupation of the market. If new products can't occupy the market in a short time, they are likely to fail and die out. Because if this technology is also valued by competitors, they are likely to imitate the improvement and catch up in a short time, and their products have more advantages. At this time, the market that has just been guided is likely to be occupied by competitors. Capital risk. Refers to the possibility of new product development failure due to the untimely supply of funds. If the funds cannot be supplied in time, the new product development activities will stop, and its technical value will continue to depreciate with time, even being surpassed by later competitors, and the previous investment will be wasted. In addition, inflation will also cause capital risks. Environmental risk. Refers to the possibility of new product development failure due to changes in social environment, policy environment and legal environment or natural disasters. Therefore, in the development of new products, we must attach importance to the analysis and prediction of environmental risks and take effective countermeasures and measures to minimize environmental risks. Production risk. Refers to the possibility of new product development failure due to the uncertainty of related factors and their changes in the production system in the process of new product development. For example, it is difficult to realize mass production, the production cycle is too long, the process is unreasonable, the equipment and instruments are damaged, the detection methods are backward, the product quality is difficult to guarantee, the reliability is poor, and the supply system cannot meet the requirements of mass production.