Shulou(Shulou.com)06/01 Report--

When it comes to this topic, what must be defined first is the failure of the project? In my opinion, the failure of the project is divided into several levels:

1 combat level. Refers to the specific implementation of the project, there are some technical problems, such as the implementation of personnel organization problems or lack of skills lead to some local implementation is not smooth, there are some problems, but basically achieved the desired goals and time.

(2) tactical level. It refers to the deviation in the implementation of the project as a whole, resulting in a large gap between the project and expectations, time and cost, and difficulties in acceptance. For example, at the beginning of the project requirements phase, there are problems in requirements collection, or there are problems in the platform design phase, and the functional requirements of users are not fully realized.

(3) strategic level. It means that when the project is implemented, there is a deviation in the overall goal of the project, resulting in a great deal of effort in the project, but it is really futile and extremely disappointing.

So what are the causes and consequences of these three failures:

(1) defeat at the combat level. The reason for the failure may be the poor organization of project personnel, for example, the personnel structure of the project team should be high, middle and low, but your project team is intermediate and low-level, resulting in some difficult implementation in terms of experience and ability is not enough, there is a deviation, but there are no major problems, or can be improved through adjustment. This is the most common problem in a project.

(2) failure at the tactical level. The reason for the failure is that the project team is far from the project requirements in terms of ability. For example, the project management ability of the project manager, the project ability of the project personnel, the matching degree of the specific implementation personnel of Party An on the project, and so on. Usually, after tactical failure, the implementation cycle of the project will be lengthened, the distrust of Party An and Party B in the project will be strengthened, and the pressure will increase. When the project ends, everyone will breathe a sigh of relief. When the tactic fails, it is much less likely to do what will follow.

(3) failure at the strategic level. This is a rare but real failure, and it is terrible, because the consequence may be that the project can no longer be done, the staff can not withdraw, or the project is being redone, but it is a waste of real money. In this situation, it is basically a Waterloo and nightmare for project managers. I have encountered two failures at the strategic level: one was to do a project for an asset company in 2008. Because I didn't understand the ideas of the big leader who had just come up, when I was in the middle of the project, suddenly the big leader said that there was something wrong with the goal of your project. As a result, I did it all over again. Another time is to work as an insurance company, because Party A has problems with the degree of fit and willingness, as well as the shortage of manpower, all of which lead to the delay of the project for half a year, and finally charge less for the project. When this happens, people may die. The death of Party An or Party B is indeed dangerous.

No matter what kind of failure is unbearable for the project, but it may be difficult to avoid, in the face of these dangers, I give these suggestions:

1 before the start of the project, we must understand the objectives and expectations of Party A's project, especially the expectations of the supervisor. There can be no deviation in this. This light can determine the cost and time of your project implementation, and heavy can determine whether your project can be completed.

2 personnel organization work must be in place before the project. Even if the personnel do have difficulties, they must think of remedial measures, think about the difficulties, and do not take any chances. Isn't there a foreign saying? The worst you expected is bound to happen. The most important thing for the project team is PM, which requires PM to have sufficient business experience and technical skills, as well as sufficient communication skills and certain flexibility. Pure technical personnel to excellent project managers is indeed a step, which is not a problem that can be solved by appointment.

(3) when implementing the project, we must have the overall situation in mind and arrange all the implementation work. Attention should be paid not only to structural design, but also to local implementation. It is not a problem that the project is difficult before easy, or easy before difficult, the key is that the implementation must be well organized and the two sides work together.

(4) respect users' management regulations and implementation habits, and be good at understanding users' true thoughts and intentions. Party An in the project is responsible for the specific implementation of the person must have his real needs, if you achieve, then his degree of fit will be greatly increased, if not, then it will be difficult, the so-called "county magistrate is not as good as management now". Of course, the realization does not mean that you must eat and drink, but through the specific implementation of the work, let him recognize your project team's ability and professional attitude, and then the project has become his upward achievement. From this point of view, in fact, Party An and Party B have both glory and loss.

Having said so much, the reason for the failure of the project is the shape of × × ×, but the successful projects can basically be summarized as follows:

1 be brave in battle

2 proper tactics

3The strategy is correct.

It's easy, but it's not easy!

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