Performance Contracts for Project Management

    In the process of the project, in addition to being able to complete the tasks on time and deliver the project smoothly, there must be motivational factors in it. If there is no incentive, a project will be covered and finished, whether it is good or bad, and whether there is accumulation of experience, it is completely unknown. Therefore, some incentive measures should be stipulated at the beginning of the project.
    Of course, the project bonus is the first to bear the brunt, because people work mainly to make money. If there is no money as a motivation, I believe that 30% of people will be monks for one o'clock a day. Of course, project members with strong self-control and self-motivation will of course complete their work with high quality and quantity. During the work, they will also put forward some valuable suggestions to improve work efficiency and guide the project to be completed more smoothly.
    Returning to the topic, what indicators should be set in the project performance contract?
    In this project, we adopted three indicators: "project delivery on schedule", "number of bugs in integration tests", and "number of rationalization suggestions". The explanation is that our ultimate goal is to deliver on time and finish the project on time or ahead of time. The delivered projects must be of high quality and quantity to win customer satisfaction. During the process of the project, project members must Work tasks, put forward reasonable suggestions, to ensure the ultimate goal.
    The design of the indicators is also in line with the principles of the definition of indicators. There are bonus items and deduction items. Whether the result is good or bad, the proportion of individual components will be larger and more obvious. There are also components shared by the team, but the proportion will be larger than before. Much less designed. It feels more reasonable that way. Everyone will not feel that it is all deductions, and they will not feel that it is all rewards. Because the reward is often the most difficult and challenging, there is no free lunch in the world, and only double the effort can get more rewards.
    In the actual implementation process, the three indicators will encounter various problems.
    "The project is delivered on time", and the PM is in charge as a whole, because the PM has to control all the resources, all the dynamics, and the progress of the project. He also understands the deliverables and DeadLines in the project stage. Therefore, 80% of the factors of success or failure are in the PM. superior. The PM drives everyone to complete the task and move towards the goal.
    "Number of bugs in integration tests", when is it integrated? Project members have doubts about the manpower invested in unit testing before integration testing, as well as the quality of testing, including the definition of bugs that appear in integration testing. All need to be resolved. This indicator can fully see whether a project team is mature.
    "The number of reasonable price suggestions" is actually the most difficult and challenging indicator. In addition to the down-to-earth completion of the work, but also to think about skills. In fact, there is no need to complain. The intention of forcibly increasing this indicator is to let everyone think more, use their brains more, and solve problems with intelligence, instead of blindly doing it blindly. Although the project is not over yet, from the effect point of view, what everyone said at the weekly meeting was even more on point. It's not like I used to say the same thing. From the beginning of the project to the end of the project.
    In short, the three indicators are much better than the previous ones, and will be used in other projects in the future.