System integration project management is a difficult task, and it is the product of high-tech. Its system has high technical content, complex management objects, and high requirements for comprehensive communication and coordination. After a few days of project management training, I have a comprehensive understanding of PMBOK knowledge and benefited a lot. The following will talk about the two aspects of human resource management and communication management of system integration engineering project management based on my project management experience in system integration engineering.
Why put the two together? I think that a lot of the work of human resource management in IT project management is the communication and coordination between the project manager and the various functional departments of the company and the members of the project team. Communication management is more about communication and coordination. In terms of personnel acquisition and team building, the two even overlap, but human resource management is mainly about internal communication and coordination, and communication management is both internal and external communication and coordination.
1. Human resource management
In the past project management people often ignored or simplified human resource management. Let’s take an example. A project is about to start. The project manager asks for a few people. Then the department manager or the human resources department will assign a few people to him. When the project starts, he will lead these people to implement it. The result is often a low success rate for the project. why? Because it is a disorganized team with no highly unified ideas and goals, its execution is poor. So what aspects of human resource management should be done in project management?
Human resource management should include organizational planning, personnel acquisition, and team building.
1. Organizational planning
I think the process of project implementation is the process of task execution. Of course, it includes various variable and adjustable factors. Since it is the execution of tasks, we have to consider the issue of execution. To obtain strong execution, there is a premise is to establish a tight organization. In addition, the organization also needs to have unified goals and unified management, so we need to have an organizational system. Our system integration project management generally includes the project organization chart and the description of the responsibilities of the main team members. as follows:
Responsibilities of each team member:
(1) Project leadership team
The project leading group is composed of Party A and the company's senior leaders, responsible for leading and coordinating the relationship between the relevant departments and the project implementers; macroscopically supervising the progress, plan, quality and other activities of the entire project construction process.
(2) Project consultant
The project consultant is acted by the technical and business backbone of the company and the user side, and mainly provides necessary opinions and suggestions on business and technology for the project leading group.
(3) Project Integration Management Team
Led by the project manager, the project integration management team composed of various project leaders is the core of all project management. Responsible for all management responsibilities throughout the entire project process, ensure good coordination in the work of each functional part, review and approve the "Project Technical Plan" and "Project Implementation Plan", formulate the "Project Implementation Task Statement", and regularly check The completion and quality of the project plan.
(3) Project Implementation Team
It is composed of marketing personnel and engineering and technical personnel of the engineering department. Responsible for the design of the entire "Party A's system integration construction project" technical scheme, formulate the project implementation plan for each project, and carry out the specific implementation of each project according to the "Project Implementation Task Book", including: installation, commissioning, etc. Draft and write the "Project Acceptance Plan" and report it to the project integration management team and the person in charge of the project of Party A.
(4) Supervision team
This group is the quality management group. The team supervises and tests the entire project, and is responsible to the project leadership team. He and we will supervise the design, implementation plan, engineering quality, and working documents of the project throughout the process, and report the project progress and problems found to the project leadership team and project integration management team on a regular or irregular basis.
(5) System Test Team
The team will actively cooperate with the engineering implementation team and work closely to formulate the project test plan and complete the test work.
(7) Training group
According to the user's requirements for training content and time, make a training plan, determine the training location, arrange training venues, and arrange training teachers.
(8) Technical Support Group
The group includes (systems) engineers from various fields. He is familiar with hardware systems, software systems, various technical issues in project implementation, and is proficient in the settings of the required environment configuration, etc. Responsible for hardware platform software and hardware technical support and technical consulting services.
In this way, a relatively complete organization can ensure the smooth progress of the project. In addition, the project organization setting must be in order to meet the production function of the project and achieve the overall goal of the project. Positions should be set according to goals and tasks, so as to realize the principle of lean and efficient, the principle of management span and hierarchical unity, the principle of business systematization, and the principle of flexibility and mobility.
2. Personnel acquisition
After completing the staffing management plan, the project manager should communicate with the company's personnel how to assign the pending personnel to the project, or obtain the human resources required for the project from outside. Because people are very important in IT projects, the success of staffing is one of the decisive factors for the success or failure of the project. These tasks require a lot of communication and coordination between the project manager and the company, subcontracting units or individual part-timers to meet the expected staffing requirements. To do a good job in the acquisition of people, there must be a sound human resources plan, which mainly describes the number and type of employees in the organization. Such as:
| project |
Skill requirements |
number of people |
Hiring period |
source |
| Leadership group |
macro coordination |
1 |
2 days |
company leadership |
| Advisory Group |
Experience |
1 |
1 day |
Company development planning department or external employment |
| management group |
Experienced, strong organizational management |
6 |
30 days for the whole process |
System Integration Department, Company Quality Control Department, Company Computer Training Department, Company Technology Department |
| Implementation group |
Familiar with wiring, Ethernet, Microsoft OS and SQL database management, SAN storage technology |
3 |
3 days for sales staff, 7 days for network engineers, 4 days for system engineers, and 1 day for storage engineers |
Marketing Department, System Integration Department, and subcontracting for wiring construction |
| test group |
Experienced and careful work |
2 |
3 days |
System Integration Department, Software Department |
| Supervision team |
Comprehensive technology, rigorous work |
1 |
30 days for the whole process |
Company Quality Control Department |
| training group |
full-time training |
1 |
2 days |
Company Computer Training Department |
| Technical Support Group |
Comprehensive technology, senior network engineer, senior database administrator |
1 |
1 day |
Company Technology Department |
The above is the human resource plan for one of our system integration projects, which is also the basis for the company's cost calculation. The specific employment time period and employment time of this table refer to the project resource planning table, which will not be repeated here.
3. Team building
When our human resource plan passes the company review, it means that we have successfully recruited the project personnel we need. The professional skills of these personnel are all well-known, but in the implementation process of the past projects, various inconsistencies occurred. For example, the technical personnel expressed their opinions and no one compromised, so that the technical meeting of the project could not be carried out, and even delayed duration. Obviously, the success of the project also has to rely on the efforts of the team. The goal of building a project team is to help project team members work together more effectively to improve project performance. The team building activities in my actual project are as follows:
(1) Hold a project team establishment meeting. The project manager first introduces the general situation of the project, including the social impact of the project, the status of attention in the company, the project budget, construction period requirements, quality requirements, technical requirements, etc., as well as our company and the project team's completion indicators on the project . Then announce the list of members and the departments they belong to and the responsibilities of each member at the meeting. Read out the work process of the project team, focusing on the idea that everyone should be united, obey the leadership, and act in accordance with the project team process. As the saying goes, when the forest is big, there are all kinds of birds. Indeed, this is normal in terms of human behavioral psychology. This psychology says that people's behavior is affected by the environment. For example, a well-dressed IT elite may pay attention to his behavior in public, but he may spit everywhere when he goes to a place where no one is around. The purpose of our meeting is to let the project team members understand the project and their current and future roles in the project, implicitly tell him what to do and how to do it, and have a prior constraint on possible irregularities effect.
(2) Use of reward and recognition systems. The project team provides material rewards and recognition to employees who work overtime to achieve challenging goals and employees who help colleagues deal with difficult problems. For example, one technician helps another technician solve a technical problem, or one group helps and guides another group to complete a task. In this way, the entire project team will create an atmosphere of mutual help, which increases trust among our team members and lays the foundation for the smooth progress of the project.
(3) Enhance team cohesion. How to enhance the cohesion of a project team? First we should establish common goals. As we mentioned earlier, we announced to the project team members the requirements of the project and the expectations of the company and our project team for the project. Second, we should not only have goals, but also have material and spiritual rewards linked to goals. For example, the milestone of the project is used as the reward generation point, and for the completion or over-valued completion, of course, reasonable reward and punishment regulations must be formulated. The front is material, but what about spiritual? Another example, such as a technician who has not worked for a long time, should explain to him that this is a learning opportunity and an opportunity to accumulate experience. Through the practice of this project, you can improve your own value. Another step forward in the career path. This provides a great deal of positivity, which is reflected in increased cohesion. Third, to strengthen the communication between project members. In the process of project construction, we need to create opportunities for collective activities of the project team, such as dinner is a good example. Increase mutual understanding and mutual trust among team members through these activities. Fourth, the project manager should exert extraordinary personal charm. Project managers can use their charisma and leadership in all negotiations, meetings and group activities to gain the appreciation and trust of their team members. In our reality, the project manager's strong communication skills, organization and coordination skills, rich experience, rich interpersonal relationships or the project manager's composure, calmness, wisdom, decisiveness, integrity, etc. will become the carrier of personal charm.
Second, communication management management
As we mentioned above, the core problem of project management is the management of people. From the experience of IT project management, 90% of the project manager's energy is used for communication and coordination with customers, company function directors and upper-level leaders, project teams and other project stakeholders. Therefore, the process of project implementation is a process of fully mobilizing people's enthusiasm, improving project implementation efficiency, and realizing project common goals through project management. Communication is in a sense the foundation of project success, and the failure of IT project management is in many cases due to the failure of communication.
1. Preparation of communication plan
Communication is so important, of course, the formulation of a communication management plan in advance is indispensable. The first step is to determine who in the project wants what information, when it is needed, and how to send it. If there is usually a supervisor in our IT project, then we should have a communication plan describing the communication with the supervisor. And schedules should be combined with work process-based work breakdown. The plan includes that the project construction personnel should submit a project start report to the superintendent before entering the site. This report should be in written form and stamped with the seal of the Construction Project Management Department. The construction personnel of the project shall conduct safety knowledge training after entering the site, in the form of face-to-face teaching. as follows:
| project progress |
planning time |
content |
object |
form |
principal |
method of obtaining |
| Approach preparation |
2．10 |
Commencement report |
XX supervision |
Written report |
XXX |
Project Team |
| Project approach |
2．11 |
Safety Training |
Project team and workers |
face to face |
XXX |
auditorium |
| under implementation |
every Monday |
weekly |
Project Team |
e-edition |
XXX |
company server |
The benefit of having a communication plan is to help the organization facilitate project communication and prevent or reduce future communication problems. Once the project starts, every member of the project team will be very busy, and the project manager has a lot of things to deal with and coordinate, and often does not have much energy to pay attention to the communication plan, so some essential communication misses the best period. , the final result will lead to a delay in the construction period for the lighter ones, and the failure of the project for the heavy ones.
2. Sending of communication information
Communication information is the way of communication. We need to choose an optimal communication method to achieve the desired communication effect and ensure the smooth development of the project. Communication methods include meetings, speeches, meetings, negotiations, surveys, reports, etc. The project manager should consider conventions or choose a method of communicating with stakeholders based on the experience and the current situation. Now the information technology has been widely used, we can communicate some project documents through e-mail, or through professional management software. This makes our communication not only timely and convenient, but also makes project stakeholders feel that communication is everywhere, creating an atmosphere for communication and making them join in. In this way, our communication has achieved small results. In addition, I can divide the way of communication into two types: formal and informal. We should also pay attention to the way of informal oral communication. For example, your leader is more willing to have tea with you after a meal and understand the project situation with you. The project manager needs to pay attention to and take advantage of this special communication need.
3. Communication skills
The communication of the project manager in the project includes four aspects: the communication of the customer, the communication of the project team, the communication of the company's functional departments and the communication of the company's top management. The first is the communication with the customer. When it comes to this, I think there should be an identity to be distinguished. The salesperson and the project manager play two different roles in the project, so I think the two are the same as the project manager. Communication with customers makes a difference. The difference is that the salesperson's purpose is to sell his own products and services to customers, whereas the project manager is to provide products and services to customers. Therefore, when communicating with customers, project managers should pay more attention to their own business proficiency, rich implementation experience, smart customer selection, honesty and enthusiasm, and help customers solve practical problems. Second, the communication between the project manager and the project team. First of all, it is necessary to cultivate the team spirit of cooperation and create an atmosphere of unity. Then strengthen communication with the team through opportunities such as regular project meetings. When dealing with conflicts, the mode of confrontation, compromise, tact, coercion, and retreat should be adopted according to the situation on the spot to alleviate the conflict. In addition, project managers must learn listening skills. Third, the communication with the company's functional departments and the communication with the senior management. When communicating with them, project managers should reflect their decisiveness, rich technical experience and strong communication skills, but don't forget to express the need for the company's support in the project at present and in the future during the communication process. Finally, what I want to talk about is the display of the project manager's personal charisma that has been improved before. For the same thing, two people who use the same status and similar communication methods to communicate with project stakeholders may have very different communication results, which reflects their personal charm. Therefore, the project manager should also pay attention to improving the training of personal quality in peacetime.
In a word, the key point of IT project management is the management of people, and both human resource management and communication management are oriented towards people, so I think we should pay more attention to these two kinds of management in the future project management. It will greatly improve the success rate of our project.