Case
Due to the ex-project manager Gao Sheng, colleague A was chosen to do a project with half of the progress. Leader B, when he appointed A as the project manager, introduced: This project is all going well, as long as the program is changed and the final stage of testing is completed, you are done. But the fact is that the original PM did not leave any documentation. The completed work has not been solidified by the documentation. The result is that the customer requested a change in the program is not a little, it is indeed a lot, and there are many remaining problems in the original completed part. Although B added more resources to A's project, the final result was that the project scope was severely spread and did not reach the expected goal. A was criticized by the leadership.
As the project manager who took over halfway, what is wrong with A, and what should he do to ensure that the project is completed on schedule?
A made the following mistakes:
1. When A took over the project, he did not fully communicate with the former project manager and did not sort out the remaining problems, resulting in a partial understanding of the project.
2. After A took over the project, he failed to communicate effectively with the customer, failed to control the scope of the project, and timely control the customer's demand, which led to the continuous increase in customer demand and increased the difficulty of the project.
3. After A took over the project, he failed to formulate a reasonable and effective plan. The plan is a tool for effective implementation. The specific and detailed plan can well control the progress of the project implementation. If A tells B in advance of the project risk analysis and planning arrangements, he will not be criticized by B afterwards, and his efforts are not pleased.
Suggest that A should do this:
1. Do a good job with the previous project manager. The handover list should be signed and approved by both parties. If possible, the supervisors of both parties should be confirmed. Communicate the problems found in the handover in time and inform the leader. The face must not be obstructed. , First villain and gentleman.
2. Recognize the situation. Due to the information asymmetry, A cannot find the problem of the project at once. He should be familiar with the project as soon as possible. He can communicate with the project team members, customers, business, etc., listen to their suggestions, and then make correct judgment :
a) Communicate with the project team members. The project team members are familiar with the project work, especially their own work, and strive for their support and reach an agreement. Listening to their candid suggestions and opinions is a bit difficult and requires certain communication skills.
b) Communicate with customers and understand their needs and expectations.
c) Check and sort out information, including business contracts, etc., to ensure a clear judgment on the project status.
d) Communicate with the leader in time, report the project status, ensure that the leader has a clear judgment on the project, and let the leader understand the severity of the problem. Of course, it is easy to cause tension in interpersonal relationships, and it is necessary to weigh the pros and cons and communication skills.
3. To take over a project, you should first confirm the project goals and scope with the client and the company's business and former project manager, reach a consensus, and document to form the basis of the project work.
4. Based on the project objectives and scope statement, conduct project performance evaluation, re-adjust the project plan, and strive for the company to support the best necessary resources, strive for customer understanding and understanding, achieve consensus, and serve as a baseline for the previous period record it.
Students who need the PMP preparation study materials can leave a message
