Taking over the project halfway, it is very important to do a good job of "communication"

　　Doing project management, taking over the project halfway, although unwilling, but still must do it. If you dare not accept the tasks assigned by the superior leadership, it is a manifestation of lack of ability. Taking over the project halfway through is not an easy task. Some people have done a good job, revive the unfinished project, and become a company celebrity. Some people failed and were scolded by their superiors. However, the way they communicate in project management is different, and the results of communication are also different. Looking at the following two cases, it is not difficult to see that "it is very important to take over the project halfway and do a good job of "communication"." This is the point.

　　Case 1: Failure to do a good job in project communication and sorting out the real situation of the project led to the failure of the project.

　　Colleague A is appointed to work on a project that is half way through due to the promotion of the previous project manager. When leader B appointed A as the project manager, he introduced that the project was going well, as long as the program was changed and the final stage of the test was completed, it was done. But the truth is, the original PM left no documentation. The work that has been done is also not documented, and the client requests not one but many changes to the program. Although B has added resources to A's project, there are still many remaining problems in the original completed part. The end result was that the project did not achieve the expected goals due to severe project scope sprawl. A was criticized by the leadership.

　　Case 2: Taking over the unfinished project halfway, the project communication is very organized, and good "communication" saves the unfinished project.

　　The former project manager of the project planned to resign at the end of 2010, so he basically paid no attention to the key points and problems to be solved in the operation of the project, leaving many problems. When the project manager took over, he was faced with three serious problems. test.

　　One of the tests: insufficient resources

　　Due to the inaction of the previous project manager, the project progress was extremely slow, and the leaders were dissatisfied with the status of the project and cut down the originally allocated project resources.

　　Test 2: The team is unstable

　　The project involves multiple departments. The project team members are temporarily transferred from each department, but the project manager has limited power. It is a weak matrix organizational structure. Each team member needs a functional manager to be mobilized.

　　Test 3: Difficulty negotiating with suppliers

　　There is only one qualified supplier, so the attitude is tough and the negotiation process is difficult.

　　Faced with these problems, the project manager calmed down, carefully analyzed the situation, and finally decided to use communication management skills to manage all stakeholders.

　　The first is to strive for resources. Through multiple reports and exchanges with the leader, I basically understand the leader's idea (due to the delay in the project progress and no results output for a long time, the project value is denied). Therefore, the project manager judges that no output is the main reason for the leader to reject the project. After finding the reason, the project manager sorted out the operation process in the early stage of the project, and was pleasantly surprised to find that there was actually an output, but the former project manager did not pay attention to it, and did not organize and file it and report to the leader, so the project manager immediately reported the existing project. The results were sorted out, the previous input and output status was analyzed, a document was made, and a special report was made to the leader. After the leader approved the report results, he immediately proposed new resource requirements and immediately obtained the leader's approval.

　　The second is team coordination. After obtaining the leadership's resources, the coordination difficulty of the team is significantly reduced, after all, there is leadership support and resources. The first step of the project manager is to have a short face-to-face communication with the line managers of each team member, explaining the importance of the project and the importance of the leaders, and obtaining verbal support from the line managers. Later, in the organization of the line managers and team members A project kick-off meeting was held, a memorandum of the meeting was issued, and a written consensus was reached with various departments. At this time, the power and weight of the project manager's voice has increased.

　　The last thing that needs to be resolved is the negotiation of suppliers. Since it is the only supplier, it is normal to hang up to sell. Seeing the smile on the other side's face but not giving in an inch, the project manager, Party A, is really wrong. After careful consideration, we can only adopt the method of adding a big stick and sweet dates, promising to divide the contract into a guaranteed part and an incentive part, and said that this is the final bottom line, otherwise, even if the project manager of this project makes concessions, then The cooperation between the two parties has not been so harmonious since then. Seeing that the project manager had already made the biggest concessions, the supplier did not want to make further progress and screw up the relationship between the two parties, so they agreed.

　　In case 1, the new project manager did not take the initiative to understand the situation and communicate with relevant stakeholders. When problems were found, they did not take the initiative to communicate with leaders and project members, nor did they report them in a timely manner. This is a very important reason for the failure of the project. Another reason is that the former project manager did not do a good job when handing over. If the company has project management software, and strictly requires project managers and project members to do their own work plans and work content records. In time, the previous project manager did not directly explain these things to the taking over manager. The next project manager can also get a good understanding of the real situation of the project by viewing the data of the system project process management. This will help the project manager to manage good stakeholder communication.

　　The project manager in Case 2 has a lot of management experience and can take the initiative to understand the real situation of the project and actively manage the project leaders, project members and suppliers. Know how to start from the leader with the most voice, and promote the smooth and smooth communication of the project by obtaining the support of the leader, so as to improve their rights and status. He is very experienced in communicating with suppliers, and can take care of the company and the other party, achieving a win-win situation. It can be seen that it is very important to do a good job of "communication" when taking over the project halfway.

         This article is reproduced from Tuoyuan Youke: www.toyoke.com