[Abstract] Based on the current situation of project management of Shenzhen Dongshen Electronic Technology Co., Ltd., the disadvantages of the company in project management are analyzed, and some guiding suggestions are put forward.
1. There are problems
Shenzhen Dongshen Electronic Technology Co., Ltd. is a company mainly engaged in computer monitoring system engineering projects in the water industry. The company was established in 1997. After 6 years of development, it already has a certain market influence and its status in the industry is also increasing day by day. With the development of the company, more and more projects are being carried out at the same time. The development from simplification to diversification has caused many management tasks of the company to fail to keep up, especially the project management work, which can be said to be chaotic.
The company is also aware of this problem. In 2002, a project management post was set up in the personnel administration department to track and manage the reconstruction projects undertaken by the company. However, after a year of work, the results were not obvious. Where the problem lies is worth exploring.
Shenzhen Dongshen Electronic Technology Co., Ltd. is a wholly-owned state-owned enterprise. Before August 2000, it was affiliated to Dongshen Water Supply Bureau (a company specializing in water supply to Hong Kong) and is a company under the Guangdong Provincial Department of Water Resources. After August 2000, it was affiliated to Dongshen Investment Holdings Co., Ltd., and its primary management company was Guangdong-Hong Kong Investment Holdings Co., Ltd. Its management system basically follows the path of state-owned enterprises and institutions. As a third-level company, it has no independent personnel rights in administrative management.
Its department structure is as follows:
The reasons that lead to the current situation of the company's management: 1. The leader has the final say Before the company does not develop, the leader manages everything of the company in person. In fact, the management chain of the company is very short. Basically, the boss directly to the employees, resulting in a lot of work into multiple leaders.
2. The management of functional departments is inconsistent with the management of the project team. The project manager is not responsible for the assessment of the members of the project team, but the department manager is responsible for the assessment.
3. The communication system is not perfect. There is a complete lack of communication between the project team and the project team, and the information transparency is not high. That is to say, the company has a lot of information that needs to be disclosed but not disclosed, such as project cost, gross profit margin, cost incurred, and budget gap, etc., which have never been disclosed, and project managers are busy working on projects.
4. No sharing of resources Because the company works with project teams as a unit, each project team manages its own affairs, procurement of equipment, technical coordination, etc., are completed by the project team itself, which results in a waste of resources.
Based on these reasons, I think Dongshen Electronic Technology Co., Ltd. should improve its project management from the above aspects.
But the most prominent problem is the problem of project assessment and cost accounting.
2. Project assessment
Since the company does not have a reasonable assessment system, there is not even an unreasonable assessment system. Whether the project is done well or badly has no direct interest in the project manager. The project manager and the project team members get the same salary, so for the project manager, their responsibilities outweigh the rights and interests. Therefore, the establishment of the assessment system is particularly important.
Example 1: A, as a project manager, gets the same salary as the project team members, even lower than some project team members. After the project ended, I thought I could get the corresponding bonus, but I didn't get any bonus. The reason is that the company's total salary is fixed, that is to say, all bonuses are included in the total salary, and the total salary is reported at the beginning of the year, so it is impossible for the project team to have bonuses. Unless you anticipated the project at the beginning of the year, count the bonus in your payroll.
Example 2: B, who is also a project manager, gets the same salary for performance appraisal as the project team members every month, and the performance appraisal is done by the department manager, which means that the project manager basically has no right to assess, and everything is handled by the department. The manager has the final say, resulting in a lack of communication between the project manager and the project team members.
The above two phenomena, first of all, it shows that the company's compensation system has problems.
As a project manager, he undertakes the work related to the operation of the project and has a lot of corresponding responsibilities, but there is no material reward.
To solve this problem, we need to take six steps: 1. Define the project manager's responsibilities Coordination of suppliers, other project team members and other departments of the company.
(2) Cost control: It mainly includes the management and control of labor costs, project management fees and other expenses, and has the right to supervise equipment procurement costs.
(3), progress control: responsible for the formulation of the project implementation plan and the project progress report, to ensure the timely completion of the project.
(4) Risk management: For the unpredictable factors of the project, it is necessary to have the ability to foresee and propose methods to avoid risks.
(5) Quality management: strictly follow the work flow and ISO quality management system formulated by the company.
2. Define the conditions for the project manager to take up the post. Since the project manager assumes such a heavy responsibility, the corresponding requirements should also be made for the conditions of his post. The project manager is divided into three levels. The requirements for each level are as follows: (1) Level 1 The project manager should have the conditions: have more than one year of relevant experience in project management, and have served as the main person in charge of at least two small projects (less than 1 million). Good organization and coordination ability, hard-working, able to complete tasks independently. Or have the third-level project manager certificate of the Construction Bureau.
(2) The second-level project manager should have the following conditions: have more than two years of relevant experience in project management, have served as the main person in charge of at least two medium-sized projects (1 million (including 1 million) to 2 million), and have been awarded the third-level project manager. Eligibility for more than half a year. Be able to complete the project independently, or have the second-level project manager certificate of the Construction Bureau.
(3) The third-level project manager should meet the conditions: have experience in project management for more than five years, and have served as the main person in charge of at least two large-scale projects (2 million (including 2 million) or more). Be able to open up new business areas, undertake large-scale projects independently, have the qualification of second-level project manager for more than half a year, or have the certificate of construction first-level project manager.
3. Confirm the salary structure of the project manager The project manager has undertaken obligations and has so many ability conditions, so naturally his salary will be higher than others. Therefore, as long as a project manager is hired, his salary should be increased by 5%-10% accordingly. If he is actually appointed as a project manager, his assessment salary should be increased by 30%-50% accordingly, so as to be equal to his responsibilities.
4. Project assessment To assess the project manager, first of all, the project he undertakes must be assessed. The assessment standards are nothing more than the following points:
If the project assessment is above 45 points, it can be an excellent project, a good project with a score of 40 or more, and an unqualified project with a score below 30.
5. Confirmation of the project manager assessment standards After assessing the project, the performance of the project manager is naturally assessed, but as a project manager, there are still many factors to be assessed. How to assess him and what indicators to use to assess him have become very important issues. I think the assessment may be based on the following aspects:
This is a 100-point assessment. If the project manager can achieve a score of 60, he will be considered qualified, with a score of 80 being good and a score of 90 being excellent.
6. Rewards for project managers Since the results of the assessment have already been obtained, corresponding incentive measures should be taken, such as giving rewards to outstanding project managers, sending them to training and so on.
The above six processes, step by step, can control the management of the project in the project assessment.
3. Cost accounting
In the project assessment, of course, the issue of cost accounting is involved. This is a very important information resource in the project management process. If the company leaders and project managers cannot obtain the cost accounting information in time, their control over the project may be greater. discount.
Cost accounting involves many issues, such as outsourcing contracts, management fees, labor costs, and so on.
Whether the project is successful or not, cost control is a very important aspect.
1. Outsourcing Contracts For an engineering project, there are many outsourcing contracts, and a project may involve hundreds of outsourcing contracts, so how to choose a supplier is very important.
Therefore, a qualified supplier system must be established, which includes: (1) In principle, all engineering materials purchased by the company are required to be selected from qualified suppliers. If there are no qualified suppliers for the purchased materials, they can be provided or purchased by engineering personnel. The department provides several, and one is selected by the supplier evaluation team leader at an ad hoc meeting. If the product has no quality problems within three months, it can be added to the list of qualified suppliers.
(2) If the procurement of engineering materials is a major bidding project, you can choose a bidding unit outside the qualified suppliers.
(3) Qualified suppliers are reviewed by annual review, quarterly review, and temporary review. The annual review is to review all suppliers once a year. In the annual review, suppliers with good reputation can continue to cooperate, and suppliers with bad reputation will be eliminated from the supplier list. The quarterly review is mainly to review the newly added suppliers this quarter. If the product quality passes the test, it can be added to the list of qualified suppliers. Temporary reviews are reviews for urgent purchases without qualified suppliers.
(4) In principle, three qualified suppliers are provided for each product. If they operate exclusively, they should sign a cooperation agreement with them, require the greatest discount, and strive to minimize the procurement cost.
In this way, not only the labor cost of procurement, but also the procurement cost is reduced.
2. Management fee control Management fee is a large part of the project cost. The system of first budgeting and then using is implemented, and the excess part is not responsible. Therefore, the project manager must be very careful when declaring the project management fee. This is an effective measure to control project costs.
3. Control of labor costs To control labor costs well, we must grasp the progress of the project (this is another aspect of project management), so workload accounting should be done during the project implementation process, so that labor costs can be controlled well .
Only when the above items are clearly accounted for, can the project cost be further calculated, and then the project report can be exported.
4. Conclusion
There are still many scopes involved in project management. This article only puts forward some views on cost accounting and project assessment. To do a good job in project management is not an overnight thing, it requires the cooperation of multiple departments and the optimization of the company's overall resources. There are still many issues worth discussing in the field of project management, please give more criticisms and corrections.