房地產(chǎn)項目管理軟件
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項目經(jīng)理人必須要遵循的14個原則
1. Project managers must focus on three dimensions of project success. Simply put, project success means completing all project deliverables on time, within budget, and to a level of quality that is acceptable to sponsors and stakeholders. The project manager must keep the team’’s attention focused on achieving these broad goals.
2. Planning is everything -- and ongoing. On one thing all PM texts and authorities agree: The single most important activity that project managers engage in is planning -- detailed, systematic, team-involved plans are the only foundation for project success. And when real-world events conspire to change the plan, project managers must make a new one to reflect the changes. So planning and replanning must be a way of life for project managers.
3. Project managers must feel, and transmit to their team members, a sense of urgency. Because projects are finite endeavors with limited time, money, and other resources available, they must be kept moving toward completion. Since most team members have lots of other priorities, it’’s up to the project manager to keep their attention on project deliverables and deadlines. Regular status checks, meetings, and reminders are essential.
4. Successful projects use a time-tested, proven project life cycle. We know what works. Models such as the standard ISD model and others described in this text can help ensure that professional standards and best practices are built into our project plans. Not only do these models typically support quality, they help to minimize rework. So when time or budget pressures seem to encourage taking short cuts, it’’s up to the project manager to identify and defend the best project life cycle for the job.
5. All project deliverables and all project activities must be visualized and communicated in vivid detail. In short, the project manager and project team must early on create a tangible picture of the finished deliverables in the minds of everyone involved so that all effort is focused in the same direction. Avoid vague descriptions at all costs; spell it out, picture it, prototype it, and make sure everyone agrees to it.
6. Deliverables must evolve gradually, in successive approximations. It simply costs too much and risks too much time spent in rework to jump in with both feet and begin building all project deliverables. Build a little at a time, obtain incremental reviews and approvals, and maintain a controlled evolution.
7. Projects require clear approvals and sign-off by sponsors. Clear approval points, accompanied by formal sign-off by sponsors, SMEs, and other key stakeholders, should be demarcation points in the evolution of project deliverables. It’’s this simple: anyone who has the power to reject or to demand revision of deliverables after they are complete must be required to examine and approve them as they are being built.
8. Project success is correlated with thorough analyses of the need for project deliverables. Our research has shown that when a project results in deliverables that are designed to meet a thoroughly documented need, then there is a greater likelihood of project success. So managers should insist that there is a documented business need for the project before they agree to consume organizational resources in completing it.
9. Project managers must fight for time to do things right. In our work with project managers we often hear this complaint: "We always seem to have time to do the project over; I just wish we had taken the time to do it right in the first place!" Projects must have available enough time to "do it right the first time." And project managers must fight for this time by demonstrating to sponsors and top managers why it’’s necessary and how time spent will result in quality deliverables.
10. Project manager responsibility must be matched by equivalent authority. It’’s not enough to be held responsible for project outcomes; project managers must ask for and obtain enough authority to execute their responsibilities. Specifically, managers must have the authority to acquire and coordinate resources, request and receive SME cooperation, and make appropriate, binding decisions which have an impact on the success of the project.
11. Project sponsors and stakeholders must be active participants, not passive customers. Most project sponsors and stakeholders rightfully demand the authority to approve project deliverables, either wholly or in part. Along with this authority comes the responsibility to be an active participant in the early stages of the project (helping to define deliverables), to complete reviews of interim deliverables in a timely fashion (keeping the project moving), and to help expedite the project manager’’s access to SMEs, members of the target audience, and essential documentation.
12. Projects typically must be sold, and resold. There are times when the project manager must function as salesperson to maintain the commitment of stakeholders and sponsors. With project plans in hand, project managers may need to periodically remind people about the business need that is being met and that their contributions are essential to help meet this need.
13. Project managers should acquire the best people they can and then do whatever it takes to keep the garbage out of their way. By acquiring the best people -- the most skilled, the most experienced, the best qualified -- the project manager can often compensate for too little time or money or other project constraints. Project managers should serve as an advocate for these valuable team members, helping to protect them from outside interruptions and helping them acquire the tools and working conditions necessary to apply their talents.
14. Top management must actively set priorities. In today’’s leaner, self-managing organizations, it is not uncommon for project team members to be expected to play active roles on many project teams at the same time. Ultimately, there comes a time when resources are stretched to their limits and there are simply too many projects to be completed successfully. In response, some organizations have established a Project Office comprised of top managers from all departments to act as a clearinghouse for projects and project requests. The Project Office reviews the organization’’s overall mission and strategies, establishes criteria for project selection and funding, monitors resource workloads, and determines which projects are of high enough priority to be approved. In this way top management provides the leadership necessary to prevent multi-project log jams.
項目經(jīng)理人必須要遵循的14個成功原則。
1、項目經(jīng)理必須關注項目成功的三個標準
簡單地說，一是準時；二是預算控制在既定的范圍內(nèi)；三是質(zhì)量得到經(jīng)理和用戶們的贊許。項目經(jīng)理必須保證項目小組的每一位成員都能對照上面三個標準來進行工作。
2、任何事都應當先規(guī)劃再執(zhí)行
就項目管理而言，很多專家和實踐人員都同意這樣一個觀點：需要項目經(jīng)理投入的最重要的一件事就是規(guī)劃。只有詳細而系統(tǒng)的由項目小組成員參與的規(guī)劃才是項目成功的唯一基礎。當現(xiàn)實的世界出現(xiàn)了一種不適于計劃生存的環(huán)境時，項目經(jīng)理應制定一個新的計劃來反映環(huán)境的變化。規(guī)劃、規(guī)劃、再規(guī)劃就是項目經(jīng)理的一種生活方式。
3、項目經(jīng)理必須以自己的實際行動向項目小組成員傳遞一種緊迫感
由于項目在時間、資源和經(jīng)費上都是有限的，項目最終必須完成。但項目小組成員大多有自己的愛好，項目經(jīng)理應讓項目小組成員始終關注項目的目標和截止期限。例如，可以定期檢查，可以召開例會，可以制作一些提醒的標志置于項目的場所。
4、成功的項目應使用一種可以度量且被證實的項目生命周期
標準的信息系統(tǒng)開發(fā)模型可以保證專業(yè)標準和成功的經(jīng)驗能夠融入項目計劃。這類模型不僅可以保證質(zhì)量，還可以使重復勞動降到最低程度。因此，當遇到時間和預算壓力需要削減項目時，項目經(jīng)理應確定一種最佳的項目生命周期。
5、所有項目目標和項目活動必須生動形象地得以交流和溝通
項目經(jīng)理和項目小組在項目開始時就應當形象化地描述項目的最終目標，以確保與項目有關的每一個人都能記住。項目成本的各個細節(jié)都應當清楚、明確、毫不含糊，并確保每個人對此都達成了一致的意見。
6、采用漸進的方式逐步實現(xiàn)目標
如果試圖同時完成所有的項目目標，只會造成重復勞動，既浪費時間又浪費錢。俗話說，一口吃不成個胖子。項目目標只能一點一點地去實現(xiàn)，并且每實現(xiàn)一個目標就進行一次評估，確保整個項目能得以控制。
7、項目應得到明確的許可，并由投資方簽字實施
在實現(xiàn)項目目標的過程中獲得明確的許可是非常重要的。應將投資方的簽字批準視為項目的一個出發(fā)點。道理很簡單：任何有權拒絕或有權修改項目目標的人都應當在項目啟動時審查和批準這些項目目標。
8、要想獲得項目成功必須對項目目標進行透徹的分析
研究表明，如果按照眾所周知記錄在案的業(yè)務需求來設計項目的目標，則該項目多半會成功。所以，項目經(jīng)理應當堅持這樣一個原則，即在組織機構啟動項目之前，就應當為該項目在業(yè)務需求中找到充分的依據(jù)。
9. 項目經(jīng)理必須要爭取時間去把事情做好
在實際工作的過程中，我們總能聽到項目經(jīng)理的抱怨：“我們總是看起來有足夠的時間去做完項目，不過我只是希望我們能夠首先把重要的事情先做好?！表椖拷?jīng)理必須要有足夠的時間在項目的初期首先把重要的事情做好，并且抓緊時間向贊助商和上層經(jīng)理證明花費這些時間是為了在保證質(zhì)量的前提下按時交付項目。
10、項目經(jīng)理應當責權對等
項目經(jīng)理應當對項目的結果負責，這一點并不過分。但與此相對應，項目經(jīng)理也應被授予足夠的權利以承擔相應的責任。在某些時候，權利顯得特別重要，如獲取或協(xié)調(diào)資源，要求得到有關的中小企業(yè)的配合，做相應的對項目成功有價值的決策等等。
11、項目投資方和用戶應當主動介入，不能被動地坐享其成
多數(shù)項目投資方和用戶都能正確地要求和行使批準（全部或部分）項目目標的權力。但伴隨這個權力的是相應的責任——主動地介入項目的各個階段。例如，在項目早期要幫助確定項目目標；在項目進行中，要對完成的階段性目標進行評估，以確保項目能順利進行。項目投資方應幫助項目經(jīng)理去訪問有關的中小企業(yè)和目標顧客的成員，并幫助項目經(jīng)理獲得必要的文件資料。
12、項目的實施應當采用市場運作機制
在多數(shù)情況下，項目經(jīng)理應將自己看成是賣主，以督促自己完成投資方和用戶交付的任務。項目計劃一旦批準項目經(jīng)理應當定期提醒項目小組成員該項目必須滿足的業(yè)務需求是什么，以及該怎樣工作才能滿足這些業(yè)務需求。
13、項目經(jīng)理應當獲得項目小組成員的最佳人選
最佳人選是指受過相應的技能培訓，有經(jīng)驗，素質(zhì)高。對于項目來說，獲得最佳人選往往能彌補時間、經(jīng)費或其它方面的不足。項目經(jīng)理應當為這些最佳的項目成員創(chuàng)造良好的工作環(huán)境，如幫助他們免受外部干擾，幫助他們獲得必要的工具和條件以發(fā)揮他們的才能。
14．上層管理人員必須積極的設置為項目設置優(yōu)先權
如今，在很多小型的精簡機構里，做項目的組織成員經(jīng)常要面對幾個項目同時進行的情況。 最后，往往會出現(xiàn)項目資源已經(jīng)達到了公司的極限然而還有很多項目有待成功完成的情形。為了解決這個問題，一些公司由各個部門的上層經(jīng)理，為所有的項目和項目內(nèi)的需求，組成建立了項目計劃辦公室，其實是擔當起了一個票據(jù)交換所的角色。項目計劃辦公室將會分析組織所有的任務和策略，并制定標準為項目的選擇，資源控制，工作量和評定哪個項目應當擁有優(yōu)先執(zhí)行的權利。這種情況下，上層管理為防止項目的堵塞提供了必要的指導
2. Planning is everything -- and ongoing. On one thing all PM texts and authorities agree: The single most important activity that project managers engage in is planning -- detailed, systematic, team-involved plans are the only foundation for project success. And when real-world events conspire to change the plan, project managers must make a new one to reflect the changes. So planning and replanning must be a way of life for project managers.
3. Project managers must feel, and transmit to their team members, a sense of urgency. Because projects are finite endeavors with limited time, money, and other resources available, they must be kept moving toward completion. Since most team members have lots of other priorities, it’’s up to the project manager to keep their attention on project deliverables and deadlines. Regular status checks, meetings, and reminders are essential.
4. Successful projects use a time-tested, proven project life cycle. We know what works. Models such as the standard ISD model and others described in this text can help ensure that professional standards and best practices are built into our project plans. Not only do these models typically support quality, they help to minimize rework. So when time or budget pressures seem to encourage taking short cuts, it’’s up to the project manager to identify and defend the best project life cycle for the job.
5. All project deliverables and all project activities must be visualized and communicated in vivid detail. In short, the project manager and project team must early on create a tangible picture of the finished deliverables in the minds of everyone involved so that all effort is focused in the same direction. Avoid vague descriptions at all costs; spell it out, picture it, prototype it, and make sure everyone agrees to it.
6. Deliverables must evolve gradually, in successive approximations. It simply costs too much and risks too much time spent in rework to jump in with both feet and begin building all project deliverables. Build a little at a time, obtain incremental reviews and approvals, and maintain a controlled evolution.
7. Projects require clear approvals and sign-off by sponsors. Clear approval points, accompanied by formal sign-off by sponsors, SMEs, and other key stakeholders, should be demarcation points in the evolution of project deliverables. It’’s this simple: anyone who has the power to reject or to demand revision of deliverables after they are complete must be required to examine and approve them as they are being built.
8. Project success is correlated with thorough analyses of the need for project deliverables. Our research has shown that when a project results in deliverables that are designed to meet a thoroughly documented need, then there is a greater likelihood of project success. So managers should insist that there is a documented business need for the project before they agree to consume organizational resources in completing it.
9. Project managers must fight for time to do things right. In our work with project managers we often hear this complaint: "We always seem to have time to do the project over; I just wish we had taken the time to do it right in the first place!" Projects must have available enough time to "do it right the first time." And project managers must fight for this time by demonstrating to sponsors and top managers why it’’s necessary and how time spent will result in quality deliverables.
10. Project manager responsibility must be matched by equivalent authority. It’’s not enough to be held responsible for project outcomes; project managers must ask for and obtain enough authority to execute their responsibilities. Specifically, managers must have the authority to acquire and coordinate resources, request and receive SME cooperation, and make appropriate, binding decisions which have an impact on the success of the project.
11. Project sponsors and stakeholders must be active participants, not passive customers. Most project sponsors and stakeholders rightfully demand the authority to approve project deliverables, either wholly or in part. Along with this authority comes the responsibility to be an active participant in the early stages of the project (helping to define deliverables), to complete reviews of interim deliverables in a timely fashion (keeping the project moving), and to help expedite the project manager’’s access to SMEs, members of the target audience, and essential documentation.
12. Projects typically must be sold, and resold. There are times when the project manager must function as salesperson to maintain the commitment of stakeholders and sponsors. With project plans in hand, project managers may need to periodically remind people about the business need that is being met and that their contributions are essential to help meet this need.
13. Project managers should acquire the best people they can and then do whatever it takes to keep the garbage out of their way. By acquiring the best people -- the most skilled, the most experienced, the best qualified -- the project manager can often compensate for too little time or money or other project constraints. Project managers should serve as an advocate for these valuable team members, helping to protect them from outside interruptions and helping them acquire the tools and working conditions necessary to apply their talents.
14. Top management must actively set priorities. In today’’s leaner, self-managing organizations, it is not uncommon for project team members to be expected to play active roles on many project teams at the same time. Ultimately, there comes a time when resources are stretched to their limits and there are simply too many projects to be completed successfully. In response, some organizations have established a Project Office comprised of top managers from all departments to act as a clearinghouse for projects and project requests. The Project Office reviews the organization’’s overall mission and strategies, establishes criteria for project selection and funding, monitors resource workloads, and determines which projects are of high enough priority to be approved. In this way top management provides the leadership necessary to prevent multi-project log jams.
項目經(jīng)理人必須要遵循的14個成功原則。
1、項目經(jīng)理必須關注項目成功的三個標準
簡單地說，一是準時；二是預算控制在既定的范圍內(nèi)；三是質(zhì)量得到經(jīng)理和用戶們的贊許。項目經(jīng)理必須保證項目小組的每一位成員都能對照上面三個標準來進行工作。
2、任何事都應當先規(guī)劃再執(zhí)行
就項目管理而言，很多專家和實踐人員都同意這樣一個觀點：需要項目經(jīng)理投入的最重要的一件事就是規(guī)劃。只有詳細而系統(tǒng)的由項目小組成員參與的規(guī)劃才是項目成功的唯一基礎。當現(xiàn)實的世界出現(xiàn)了一種不適于計劃生存的環(huán)境時，項目經(jīng)理應制定一個新的計劃來反映環(huán)境的變化。規(guī)劃、規(guī)劃、再規(guī)劃就是項目經(jīng)理的一種生活方式。
3、項目經(jīng)理必須以自己的實際行動向項目小組成員傳遞一種緊迫感
由于項目在時間、資源和經(jīng)費上都是有限的，項目最終必須完成。但項目小組成員大多有自己的愛好，項目經(jīng)理應讓項目小組成員始終關注項目的目標和截止期限。例如，可以定期檢查，可以召開例會，可以制作一些提醒的標志置于項目的場所。
4、成功的項目應使用一種可以度量且被證實的項目生命周期
標準的信息系統(tǒng)開發(fā)模型可以保證專業(yè)標準和成功的經(jīng)驗能夠融入項目計劃。這類模型不僅可以保證質(zhì)量，還可以使重復勞動降到最低程度。因此，當遇到時間和預算壓力需要削減項目時，項目經(jīng)理應確定一種最佳的項目生命周期。
5、所有項目目標和項目活動必須生動形象地得以交流和溝通
項目經(jīng)理和項目小組在項目開始時就應當形象化地描述項目的最終目標，以確保與項目有關的每一個人都能記住。項目成本的各個細節(jié)都應當清楚、明確、毫不含糊，并確保每個人對此都達成了一致的意見。
6、采用漸進的方式逐步實現(xiàn)目標
如果試圖同時完成所有的項目目標，只會造成重復勞動，既浪費時間又浪費錢。俗話說，一口吃不成個胖子。項目目標只能一點一點地去實現(xiàn)，并且每實現(xiàn)一個目標就進行一次評估，確保整個項目能得以控制。
7、項目應得到明確的許可，并由投資方簽字實施
在實現(xiàn)項目目標的過程中獲得明確的許可是非常重要的。應將投資方的簽字批準視為項目的一個出發(fā)點。道理很簡單：任何有權拒絕或有權修改項目目標的人都應當在項目啟動時審查和批準這些項目目標。
8、要想獲得項目成功必須對項目目標進行透徹的分析
研究表明，如果按照眾所周知記錄在案的業(yè)務需求來設計項目的目標，則該項目多半會成功。所以，項目經(jīng)理應當堅持這樣一個原則，即在組織機構啟動項目之前，就應當為該項目在業(yè)務需求中找到充分的依據(jù)。
9. 項目經(jīng)理必須要爭取時間去把事情做好
在實際工作的過程中，我們總能聽到項目經(jīng)理的抱怨：“我們總是看起來有足夠的時間去做完項目，不過我只是希望我們能夠首先把重要的事情先做好?！表椖拷?jīng)理必須要有足夠的時間在項目的初期首先把重要的事情做好，并且抓緊時間向贊助商和上層經(jīng)理證明花費這些時間是為了在保證質(zhì)量的前提下按時交付項目。
10、項目經(jīng)理應當責權對等
項目經(jīng)理應當對項目的結果負責，這一點并不過分。但與此相對應，項目經(jīng)理也應被授予足夠的權利以承擔相應的責任。在某些時候，權利顯得特別重要，如獲取或協(xié)調(diào)資源，要求得到有關的中小企業(yè)的配合，做相應的對項目成功有價值的決策等等。
11、項目投資方和用戶應當主動介入，不能被動地坐享其成
多數(shù)項目投資方和用戶都能正確地要求和行使批準（全部或部分）項目目標的權力。但伴隨這個權力的是相應的責任——主動地介入項目的各個階段。例如，在項目早期要幫助確定項目目標；在項目進行中，要對完成的階段性目標進行評估，以確保項目能順利進行。項目投資方應幫助項目經(jīng)理去訪問有關的中小企業(yè)和目標顧客的成員，并幫助項目經(jīng)理獲得必要的文件資料。
12、項目的實施應當采用市場運作機制
在多數(shù)情況下，項目經(jīng)理應將自己看成是賣主，以督促自己完成投資方和用戶交付的任務。項目計劃一旦批準項目經(jīng)理應當定期提醒項目小組成員該項目必須滿足的業(yè)務需求是什么，以及該怎樣工作才能滿足這些業(yè)務需求。
13、項目經(jīng)理應當獲得項目小組成員的最佳人選
最佳人選是指受過相應的技能培訓，有經(jīng)驗，素質(zhì)高。對于項目來說，獲得最佳人選往往能彌補時間、經(jīng)費或其它方面的不足。項目經(jīng)理應當為這些最佳的項目成員創(chuàng)造良好的工作環(huán)境，如幫助他們免受外部干擾，幫助他們獲得必要的工具和條件以發(fā)揮他們的才能。
14．上層管理人員必須積極的設置為項目設置優(yōu)先權
如今，在很多小型的精簡機構里，做項目的組織成員經(jīng)常要面對幾個項目同時進行的情況。 最后，往往會出現(xiàn)項目資源已經(jīng)達到了公司的極限然而還有很多項目有待成功完成的情形。為了解決這個問題，一些公司由各個部門的上層經(jīng)理，為所有的項目和項目內(nèi)的需求，組成建立了項目計劃辦公室，其實是擔當起了一個票據(jù)交換所的角色。項目計劃辦公室將會分析組織所有的任務和策略，并制定標準為項目的選擇，資源控制，工作量和評定哪個項目應當擁有優(yōu)先執(zhí)行的權利。這種情況下，上層管理為防止項目的堵塞提供了必要的指導