Especially when project management has gradually become the main management mode of enterprises, the success or failure of enterprise project management cannot depend entirely on the ability of a single project manager. PMI believes that everyone's ability and organizational ability are two prerequisites for an enterprise to ensure the continuous success of the project. To improve project management ability, it is necessary to improve both personal ability and organizational ability. What is the organizational project management capability? It is whether the organization has established a project-centered management system in terms of process, organizational structure and culture. Anyone who comes to this organization can manage the project on the organizational platform according to the predetermined process, and the success rate of the project can be greatly improved. Therefore, how to improve the maturity of organizational project management and build a guarantee platform for the sustainable success of enterprise projects is very important in modern enterprises.
A general enterprise project management method.
At present, there are some standard project management methods in the industry, such as PMBOK, but they are often universal principles, and it is difficult to apply them quickly in enterprises. However, the operating environment of enterprises varies from industry to industry. Enterprises need to combine the characteristics of enterprise project operation, existing project management practices and industry project management standards, such as PMBOK and APBOK, to formulate a set of project management processes and operation guidelines suitable for their own enterprises. These project management processes can be combined with business operation processes. If how to make a project management plan, it is necessary to combine the project operation process of this enterprise. To judge whether a project management method is a project management method of an enterprise, the usual standard is whether the project management process is integrated with the business operation process. 1989, Ericsson developed PROPS in order to prove the enterprise's project management ability to customers and provide a set of standard project management methods for project managers, but at this time it can only be regarded as the project manager's toolbox, not the enterprise's project management methods. Therefore, in 1994, Ericsson set up a special team to develop the project management process, and upgraded PROPS from the previous methodology to a project management process based on processes, roles and activities, which was closely integrated with the business operation process. After the development is completed, it will be promoted in Ericsson Global Company. As of 1996, Ericsson has 15000 people who have obtained props training certification. The development of props not only contributed a lot to the success of Ericsson's global project management, but also became a symbol of Ericsson brand. Another example is the blue giant IBM, which has formed a set of world project management methodology WWPMM after years of practice summary and development.
The advantage of general project management method is that it can build a general project management language within enterprises, which is convenient for enterprises to sum up project management experience and build a project management practice library. Project management practice library is an important intellectual asset of enterprise project management, and employees' repeated use of enterprise practice can quickly improve project management ability and project performance.
Second, the establishment of the company's project management office PMO
An enterprise with project as its main mode of operation must have an organizational system to ensure it besides project management methods and processes. PMO is an important symbol of project organization. The responsibilities of the project management office often vary according to the needs of the enterprise and the degree of the project. When Ericsson began to pilot PMO mode in Australia and New Zealand from 1999, its initial position was the project manager support office, whose main responsibility was to train project managers and provide them with daily guidance. The performance of PMO is not directly related to the company's operating performance. By 2002, the company thought that this PMO model was of little value to the company, and even did not feel its existence value. Therefore, PMO has been repositioned as an organizational project support office. In addition to the original responsibility of the project manager to support the office, it is important to link the responsibility of PMO with the business performance of the enterprise and take direct responsibility for the success or failure of the project. By 2005, it has developed into a business delivery office, which is not only responsible for the success or failure of a single project, but also pays attention to the project portfolio management of the whole organization. In 2005, Ericsson Project Management Institute standardized this model and promoted it all over the world, which has become the standard model of Ericsson PMO at present. In order to measure the maturity of organizational project management, Ericsson introduced CPQ (renamed PEMA in 2005) in 1999. The predecessor of OPM3 has been evaluating and constantly improving the project management methodology and implementation level. By the time of evaluation in 2005, the score of Ericsson's global project management method was 4.2; Australia New Zealand Branch scored 4. 12 in project management implementation, and compared with the evaluation score of 199, the score was 1.5, which greatly improved the maturity of project management. It can be seen that the establishment of the project management office is very important for organizing the maturity of project management and ensuring the success of the project.
Third, the project management IT platform construction
Modern projects are very complicated and often require the cooperation of many people and departments. How to ensure the effective sharing of project information among project teams is very important for the success or failure of the project. If a project plan is made and only put on the project manager's computer, other project members can't enjoy it, the project plan will not play a guiding and supervising role. At the same time, how can the work of project members scattered all over the country be fed back to the project manager? All this needs a good IT platform. At the same time, for organizations, how to effectively monitor the project cost and project status? Generally speaking, the material cost involved in the project can be recorded through ERP system, but how to record and allocate the man-hour cost of project members is a difficult problem. Besides good policies, good IT support is also essential. For enterprises whose projects are scattered in more than 30 countries around the world, and many projects are started at the same time, such as Ericsson. Without a good IT platform, I am afraid it is difficult to monitor the status of the project.
At present, there are many project management tools, but few are suitable for building collaborative platforms and integrating with other systems. P3 enjoys a high reputation in the industry and has unparalleled advantages in project management. On the research and development project, I feel that IBM's RPM function is quite good. But remember: the tool itself is only a tool, and the implementation of project management tools must focus on improving people's project management ability. Large-scale project management tools are often complex, difficult to use and have great resistance to implementation. However, it is necessary for enterprises to establish an enterprise project management system.
Fourth, the project manager training system
At any time, the most important subject of project management is the project manager, and how to train the project manager is always the focus of enterprise human resources work. Nowadays, many enterprises think of PMP or general training when it comes to training project managers. If you refer to the practices of mature enterprises, you may have newer ideas. For example, Ericsson 1995-1996 developed the competency model of project managers in the United States, and defined the competency requirements of project managers at different levels according to the competency model. Develop hierarchical training courses according to the ability requirements. A perfect human resource system: selecting/educating people/employing/retaining people system must be considered in the project manager training system. Another important thing is easily overlooked. Don't forget, in addition to training project managers, there are also the project management ability of core team members, the ability of functional managers to support and cooperate with projects, and the ability of project sponsors to play the role of sponsors, all of which need to be considered in the project manager training system. Therefore, it may be more appropriate to call it enterprise project management training system.
Verb (abbreviation of verb) project management culture construction
When it comes to cultural construction, it may be empty. But we can influence the corporate culture through some necessary work. Among them, the most important thing is to establish an independent performance appraisal and authorization system for project managers' career path and project dimension. Many enterprises often don't realize the importance of this and think that the career path of project managers is not important. General enterprises will have technical and management paths, and they will put project management in the technical or professional path. In fact, from the nature of work, project management is a position between technology and management (that is, one of the reasons why the project manager's ability requires comprehensive skills such as technology and management). It is difficult for either technology or management to reflect the essence of project management, resulting in the project manager's career. Therefore, in many enterprises with advanced project management, independent career paths are often set up for project managers. Such as Ericsson/Siemens. Similarly, the performance appraisal and authorization system of the project dimension is also very important. It is hard to imagine that a project-oriented enterprise, with the project manager as the interface between the enterprise and customers, needs to put forward all requirements to the company and the efficiency of project decision-making will be how. How can customers trust the project manager? For example, the project manager has no right to assess the project team members, and the project members are assessed by the functional manager. How does the project manager motivate the members? This is a very important part of enterprise project management system.
There are indeed many differences between industries and enterprises, but they are similar in the general practice of project management. If you build an enterprise project management system, in addition to the above, the composition of project organization and the adjustment of enterprise organizational structure are all very important parts. However, whether enterprises need to build a complete system, fully implement the problems faced by enterprises, spend money on the cutting edge, and how to solve the shortcomings of enterprises is always the most practical thinking of enterprises.