最新工程項(xiàng)目管理案例分析（精選）

1、2020年工程項(xiàng)目管理案例分析（精選） 項(xiàng)目管理的要素中項(xiàng)目的進(jìn)度和時(shí)間一直成為項(xiàng)目的主經(jīng)約束和管理要求， 一個(gè)項(xiàng)目能否按預(yù)計(jì)的時(shí)間計(jì)劃上線通常會(huì)成為項(xiàng)目成功的主要標(biāo)志之一， 做為項(xiàng)目的管理者（項(xiàng)目經(jīng)理）對(duì)項(xiàng)目的把控是項(xiàng)目管理工作的重中之重， 影響一個(gè)項(xiàng)目進(jìn)度的主要表現(xiàn)在以下幾點(diǎn)： Project management elements of the project progress and time have become the main by the constraints and management requirements of the project, a project can

2、 be the expected time to plan on the line usually becomes one of the main sign of the success of the project as a project manager (project Manager) on the project to control the most important task of project management, the impact of a project schedule in the following points: 1、客戶的進(jìn)度要求是否合理？ 1, the

3、 progress of the customers requests are reasonable? 對(duì)于客戶的進(jìn)度要求需要站在中間的立場(chǎng)來客戶的評(píng)審時(shí)間進(jìn)度的 可執(zhí)行性，遵循客觀規(guī)律，站在客戶的角度和項(xiàng)目的幾大規(guī)劃階段 擺事實(shí)講道理，有時(shí)客戶常常不講道理，可以從以下幾個(gè)方面和客 戶講道理： For the schedule requirements of the customers standing in the middle position to the enforceability of the review schedule, follow the objective law, t

4、he customers perspective and project planning stage Facts and reason, and sometimes customers are often unreasonable, and can reason from the following aspects and customers: a、從項(xiàng)目的投入金額上看、客戶的投入與要求比例，這個(gè)可以在項(xiàng)目啟動(dòng)的章 程中體現(xiàn)。 b、從軟件的工程上看。 c、從項(xiàng)目的風(fēng)險(xiǎn)和難易成度上看。 d、準(zhǔn)備好一個(gè)項(xiàng)目可行的時(shí)間規(guī)劃方案和客戶一起討論。 a, the amounts of money spe

5、nt for the project from the point of view, the customers investment and requirements of the proportion of this can be reflected in the project start-up charter. b From a software engineering point of view. c, the degree of view the risk and difficulty of the project. d ready to discuss a feasible pr

6、oject time planning programs and customer. 2、客戶的需求是否分析到位？ 2, the customer needs analysis in place? 客戶的需求分析有很多種方法，需求分析不到位會(huì)導(dǎo)致后面的工 作不斷的增加，工期受影響，在項(xiàng)目的規(guī)劃階段需要做好二件大 事 a、需求的管理（變更、范圍） b、需求的分解（優(yōu)先急、過慮） 確定需求的基線才好對(duì)需求進(jìn)行有效的變更管理，有客戶對(duì)需求 進(jìn)行變更時(shí)才有話語權(quán)，可以對(duì)項(xiàng)目的進(jìn)度進(jìn)行有效的控制。 Customer needs analysis, needs analysis in place ther

7、e are many ways to the cause behind the increase, the duration of the affected, two major events in the planning phase of the project need to do a good job a demand management (changes, range) b, the demand for the decomposition (priority anxious, worrying too much) Determine the baseline of the dem

8、and we go on the demand for effective change management, customer needs to change, have the right to speak, can effectively control the progress of the project. 3、需求的風(fēng)險(xiǎn)是否評(píng)估？ 3, whether the demand for risk assessment? 需求的風(fēng)險(xiǎn)主要體現(xiàn)在以下幾個(gè)面: a、需求是否完成了業(yè)務(wù)的要求，能否滿足業(yè)務(wù)的現(xiàn)狀和未來發(fā) 展的需要。 b、能要從技術(shù)實(shí)現(xiàn)的角度去評(píng)審需求的可行性，這點(diǎn)開發(fā)團(tuán)隊(duì) 在需

9、求收集時(shí)通常讓步，因?yàn)榭蛻舻哪骋粋€(gè)亮點(diǎn)功能的要求，這 一點(diǎn) 需要更多的從多個(gè)主向和客戶溝通，以滿足業(yè)務(wù)要求為核心，不 要以功能亮點(diǎn)為核心，站在業(yè)務(wù)管理層的角度出發(fā)，不要站在使 用者 的某一個(gè)點(diǎn)出發(fā)。 Demand risk is primarily reflected in the following surfaces: a, needs to complete the requirements of the business can meet the businesss current status and future development needs. b, from a techno

10、logy point of view to review the feasibility of demand, the development team during the requirements gathering usually concessions as a highlight of a customers functional requirements, which Need more from multiple primary and customers to communicate, to meet business requirements as the core, not

11、 to the functional highlight of the core, standing in the business management point of view, do not stand in the user A point of departure. 4、人力資源的安排是否妥當(dāng)？ 4, the appropriateness of the arrangement of human resources? 團(tuán)隊(duì)的成員的能力安排是否妥當(dāng)也會(huì)影響到項(xiàng)目的進(jìn)度，為什么呢？ 項(xiàng)目團(tuán)隊(duì)管理最重要的一點(diǎn)就是把合適的人安排到合適的位置 這是對(duì)項(xiàng)目管理者的一個(gè)挑戰(zhàn)，滿足團(tuán)隊(duì)成員的工作成

12、就感才能最 大發(fā)揮團(tuán)隊(duì)成員的潛力。 Team members the ability to arrange the appropriateness of also affect the progress of the project, why? Project team management is the most important thing is the right person to arrange a suitable location This is a challenge for project managers, job satisfaction to meet the tea

13、m members in order to maximize the potential of the team members. 5、上線前的準(zhǔn)備工作是否充分？ 5, the adequacy of the preparatory work before the on-line? 上線前需要做好幾件事，這幾件事看似小，但對(duì)于項(xiàng)目的總體進(jìn)度 影響大！ a、上線前是否存在數(shù)據(jù)導(dǎo)入和系統(tǒng)基礎(chǔ)數(shù)據(jù)初始化，如果有需要給 出方案和執(zhí)行計(jì)劃及測(cè)試計(jì)劃。 b、上線前是否存在數(shù)據(jù)清空的問題，精據(jù)清空后系統(tǒng)能否正常的工 作，需要做好測(cè)試。 c、上線前是否準(zhǔn)備好培訓(xùn)相關(guān)的工作，培訓(xùn)手冊(cè)，培訓(xùn)計(jì)劃。 d、上線前是否

14、準(zhǔn)備好驗(yàn)收相關(guān)的文檔(測(cè)試，使用手冊(cè)、設(shè)計(jì)概要、 需求規(guī)格說明，詳細(xì)設(shè)計(jì)、數(shù)據(jù)字典、系統(tǒng)部署.） 作為項(xiàng)目管理者需要對(duì)項(xiàng)目存在的可能性風(fēng)險(xiǎn)提前預(yù)案作為應(yīng)對(duì)方 案。 Need to do a few things on the line before, these things may seem small, but the overall progress of the project! whether there is a on-line data import and system basic data initialization, if there is a need to give

15、the program and plan for implementation and test plans. b, on-line data cleared fine after clearing the system can work, you need to do testing. c, before the on-line ready for training-related jobs, training manuals, training programs. d, on-line ready acceptance related documentation (testing, user m