Suggestions on project management

suggestions for project management 1

project management is the manager of the project, who effectively manages all the work involved in the project by using systematic viewpoints, methods and theories under the constraint of limited resources. That is, planning, organizing, directing, coordinating, controlling and evaluating the whole process from the beginning of investment decision-making to the end of the project, in order to achieve the project objectives.

1. The process is too tedious, and too much is a mere formality. Any work content must follow the process, which will lead to the opposite of process management, and the extremes will be reversed, which will cause unnecessary time and energy consumption in the daily work of the project, greatly reducing the work efficiency, and the loss will outweigh the gain. It is suggested that unnecessary content need not go through the process, and the important work content that needs to be audited at the company level should go through the process.

2. The project personnel allocation is too small, resulting in too much work intensity and inadequate management intensity. Although the sparrow is small and complete, regardless of the size of the project, the work content is almost the same, which is nothing more than safety, quality, progress, information, technical management, etc. Large and small projects, to a large extent, are just the duration of the project. In a specific project cycle, the work content is not much different. Therefore, the project manpower cannot be configured only according to the contract amount. In principle, we should meet the needs of daily project management, and we should not be stretched to the limit.

3. Take the project as the core management, with all functional departments of the company as the background support. Let the people who hear the gunfire command the battle, and decentralize the power appropriately, because the project is always in the front line, and they have first-hand information about the project situation. The daily operation and management of the project should also be centered on the project, and other departments of the company, such as purchasing department, design department, commerce department and coordination department, should serve as logistics support. It is not the company's various departments that constrain the project and even bring resistance to the project operation. Many times, the project department has to submit to other departments, resulting in passive and helpless work.

4. Strengthen staff's follow-up institutional training and learning, and strengthen internal experience exchange and communication among employees. The employees of the company are human resources, not human burdens. Resources need to be utilized, and they need to be maintained and upgraded. Otherwise, they will be exhausted and lack the motivation for sustainable development. Although learning to fight in the battle, the working hours of the project are tight, the spare time is very little, and the project personnel are scattered. Therefore, there are few opportunities to concentrate on learning, insufficient communication, and the knowledge is constantly updated. Employees also need to keep learning to keep up with the pace of development. The training and learning mentioned here is best to transfer some personnel to the company for closed learning in turn. The company organizes professional and experienced personnel (which can make the company's internal management experience rich, Skillful backbone, even hired from outside) to upgrade employees' vocational skills such as business negotiation, engineering data sorting, technical guidance, quality and safety training and so on. Let the so-called Jianghe University be systematically implemented at the grassroots level.

5. establish a rotation mechanism for the project department, which is people-oriented. Because the company has an ambiguous attitude towards the work and rest of the project personnel, and has not given a clear rest time, most project managers can't guarantee the regular rest of their subordinates (for example, one day off a week, etc.), and at most they just take time off for something (in fact, anyone who is missing on the construction site can operate normally in one day). Lenin said that people who can't rest can't work. Working for too long, without intermittent compensation and rest, will produce burnout, reduce work efficiency and disappear life happiness.

6. Pay attention to the training and development of school enrollment staff. Because the first job of the school's recruiting staff is in the river, these employees have the deepest feelings for the river, the most recognition of the company culture, and the hardest work, but at the same time, the salary increase is also the smallest. After several years, compared with the social recruitment staff, they have a long service life in the river, but their wages are low. Under horizontal comparison, they will also have an unbalanced feeling. This is a common problem in most companies, but it can also be boldly reformed. For example, starting from the third year, the salary of the school recruiting employees will be discussed separately, and the range will be larger.

7. More positive incentives and less negative penalties. On the company's internal websites and announcements, what you see most is nothing more than various punishment systems and punishment cases for employees, and rarely see rewards for employees. Negative motivation may play a role in promoting work in some aspects. If it develops for a long time, the result may be the loss of human touch, the fading of vitality and enthusiasm, and the reduction of enthusiasm, creating a large number of mediocre cynics.

8. Strengthen the development of corporate culture, improve the spread of soft power, and give play to the driving role of culture. It seems that the company culture is just a few slogans written by Liu Zaiwang on the wall, but the slogans have not landed, and the company's cultural ideas have not been carried forward. For example, customize some company-specific teacups, T-shirts, notebooks, USB flash drives, etc., and distribute them on employees' birthdays or special festivals. At the beginning, I gave my mother that notebook from the company as a lesson preparation book, and my mother told others everywhere that my son was in this company. Then why can't such meaningful cultural products be expanded? Enhance employees' sense of identity with the company's cultural values, why not? Usually, what company leaders talk about the most is only the boring data such as performance and payment. I don't agree that it is a "wolf culture". This will only fall into an unprecedented utilitarian misunderstanding. Suggestions for project management 2

In order to improve the project management level and work efficiency, save costs and make the project management team enterprise, standardized and institutionalized. Managing people by system makes it easier, and managing people by people makes it harder. In order to develop the enterprise and manage it according to the scientific and feasible mode, the following suggestions are put forward:

1. Team management of the project department

1. Implement the post responsibility system and establish the post management system.

builder: manage the on-site team, make technical disclosure to the team, arrange the construction tasks and carry out the construction process, supervise the project quality, calculate the project quantity of the team, approve the project progress payment according to the contract, and have the right to punish the team and individuals who do not obey the arrangement and refuse to sign the project progress payment.

surveyor: in charge of engineering survey, controlling the coordinates of the engineering site, survey control points, floor elevation, site elevation and concrete pouring thickness, and assisting the builder in construction management.

safety officer: responsible for the safety protection of the construction site, such as three ports, four treasures and five borders, the erection quality of the outer frame, construction machinery, construction electricity and the construction progress, arranging the construction tasks and executing the construction procedures, accounting the quantities of the outer frame and protective facilities, approving the project progress payment according to the contract, and supervising the civilized safety of the living quarters, and having the right to punish the teams and individuals who do not obey the management of safe and civilized construction and refuse to sign the project progress payment.

warehouse manager: strictly follow the warehouse management system to implement the material warehousing system, strictly enter and exit materials, properly keep them, register them and put an end to waste.

logistics administrator: manage a handyman team of 3-5 people, and cooperate with the site and team to clean up garbage, arrange materials, dig trenches, fill soil, bury pipes, pull electricity, pump water, build roads, cut wall screws, maintain and protect, clean up the living quarters and office areas (if the team serves, it will be paid by the team).

2. All construction teams should sign labor contracts before entering the site, so that the management and punishment of the project department can be governed by laws, and the construction teams can be prevented from making excuses by shirking and denying.

3. Before entering the site to arrange accommodation, all construction teams should register, receive safety education, hand in a copy of their ID cards, arrange accommodation in a unified way and accept the regulations of dormitory management system.

4. The approval of the project progress payment shall be approved by the builder → safety officer → chief engineer → project manager → boss,

step by step in sequence, and shall not exceed the authority (the boss should not approve directly in general to avoid invalid management situation). The project payment shall be paid in strict accordance with the contract, and it is strictly forbidden to overspend.

5. The scheduling management of all teams, material suppliers and mechanical contractors shall be under the unified command of the project department. All orders of the boss are sent to the project department, not directly to the contractor, so as to avoid that the team leader, material suppliers and mechanical contractors only recognize the boss and do not recognize the project department, resulting in out-of-control management and the project department being unable to mobilize.

6. The site guard shall have a security captain, who shall be responsible for the overall management of the site material safety and personnel access safety, and shall have the right to search suspicious personnel, teams, vehicles and luggage.

2. Team management

1. When each team signs a contract, it also signs a safety commitment letter and various management systems, and absolutely obeys the unified management of the project department.

2. Every worker in the construction team must have an ID card, and no one is allowed to enter the site without an ID card.

3. Each construction team has only one canteen, and each canteen shall have no more than two gas tanks. Those who exceed the canteen shall be uniformly managed by the safety officer of the project department. Do not use induction cooker.

4. If the garbage and materials within the coverage of the shift are not cleaned or transported by the project department twice, the project department will arrange workers to handle them, and the expenses will be deducted from the shift.

5. The contractor of each team must be present every day to manage the construction, and be responsible for the quality and safety of the project. If the construction progress or quality cannot meet the requirements, the project department has the right to arrange the construction of other teams.

6. The construction tools or machinery of each team should be provided by themselves, and the project department will no longer provide them (such as steel bar bender, cutting machine, straightening machine, electric welding machine, threading machine, etc.); Saw, electric drill, etc. in woodworking class; Mixers, vibrators, plate vibrators, trolleys, etc.) of the mud class. Each team of machinery shall maintain itself.

7. Each team shall bring its own cables and LED lights for lighting, which must comply with safety regulations.

8. When each team is short of equipment and lamps, it can be provided by the project department at its own expense.

9. Health expenses for living quarters, 3 yuan per month for each shift (regardless of the number of people).

1. Electricity is restricted in all dormitories, and the electricity load of each dormitory shall not exceed 2 watts. It is forbidden to use high-power electrical appliances such as induction cookers and electric water heaters to prevent fire. Cooking and cooking in dormitories are strictly prohibited. If found, they will be confiscated immediately and returned when leaving the dormitory.

11. When each team issues the project payment, each team must make a salary list under the supervision of the project department, and the workers themselves will come to the site to receive the salary, and the project department will take photos and keep the bill.

12. Every worker (including family members) must attend training and safety education in the project department before entering and staying, sign a project management agreement, and obtain a work card issued by the project department, otherwise they are not allowed to stay and enter the site. Suggestions for project management 3

1. Project background

CYTS Holdings Co., Ltd. (CYTS for short) is a listed company with tourism services as its main business. It is a joint-stock limited company established by means of fundraising with China CYTS Group, a company directly under the Central Committee of the Youth League, as its main sponsor. It was founded on November 26, 1997 and its shares were listed on the Shanghai Stock Exchange on December 3, 1997.

On the one hand, China's tourism industry is booming, on the other hand, China's tourism industry itself is still in a state of disorderly competition, which restricts the development of CYTS. Only by breaking the existing pattern can CYTS achieve sustainable development. What is valuable is that CYTS has a leading group that can be prepared for danger in times of peace, has strong determination and action, and they have taken actions in this regard. However, it is extremely risky to break the existing pattern. Therefore, we must systematically think about the environment and strategy and act cautiously.

under this situation, our group is entrusted by CYTS to provide consulting services on corporate philosophy, strategy formulation, industrial integration and marketing network management, so as to help CYTS rebuild itself and establish its dominant position in the industry.

in order to ensure the smooth progress of the consultation, the following preliminary suggestions are put forward for further communication and consultation between the two parties.

II. Overall goal of the project

Systematically refine the successful experience of CYTS, and help CYTS complete the integration of value concepts, the formulation of development strategy and the construction of marketing network according to the requirements of future competition pattern. Let CYTS know how to rely on the strength of the enterprise itself to complete ideological construction, organizational construction and team building and successfully move towards the future.

Third, the general idea of project design

We tend to help CYTS to complete systematic thinking through the following three levels of consultation: concept level, strategy level and marketing network system innovation level.

we believe that a unified corporate philosophy is the premise of making a correct strategy, and the implementation of corporate strategy must accurately find the breakthrough point and advance it in stages.

cyts must complete the above process before its peers in the industry, so as to establish its competitive advantage position in the industrial value chain, and the urgency of time is beyond doubt. The development of these three levels of work is not a simple time series relationship, but has internal organic relations.

(1), corporate philosophy

1, objectives. The original market position of CYTS and its existing value depend on the monopoly of the industry. With the opening of the industry, the operating environment of CYTS has undergone fundamental changes. The change of environment will inevitably make the business philosophy and value proposition of enterprises change accordingly. The three years after the listing of CYTS is the process of the germination and development of this new concept. The task of Hejun's entrepreneurship is to help CYTS to summarize, enhance and enrich this business philosophy and value proposition. In this process, the concept of CYTS can be unified.

2. Path. Through in-depth communication and repeated discussions with each other, we can reach a common understanding and form a highly recognized and identical value concept internally.

3. Achievements. Accurately express the basic values and corporate philosophy of CYTS. Through communication and training, we strive to turn this concept into the conscious behavior and consciousness of employees.

(II) Corporate Strategy

1. The overall strategy of CYTS includes two parts: development strategy and competition strategy. Development strategy includes industrial analysis and capital market analysis, and competition strategy includes market analysis and competitor analysis.

2. Company analysis: This group believes that the formation of development strategy and competitive strategy must be based on an in-depth analysis of the company's current operating conditions, especially the analysis of existing resources and their allocation efficiency. This group will help CYTS to establish the integration of resources and strategy, and remove obstacles for the promotion of the company's new strategy. This group will analyze the management resources, financial resources, market network and operational capacity of CYTS to grasp the value creation potential and possible business models of CYTS as a whole.

3. Development strategy: With an understanding of CYTS' operating conditions, our team will formulate the overall development strategy of CYTS by using a series of scientific methods on the basis of industrial analysis and capital market analysis. First, through industrial analysis, the value chain of tourism industry is accurately described. Second, we believe that CYTS needs to establish a sustainable value creation system in the industrial value chain. Thirdly, by enhancing the image of CYTS in the capital market, gathering more capital to promote the implementation of the company's strategy, and forming a win-win situation for CYTS' industrial development and capital operation, thus finally establishing CYTS' leading position in the industry.

4. competitive strategy: the end of the administrative monopoly pattern in the tourism industry means that the industry has