Project management knowledge point learning

Project management, what needs to be done for acceptance, acceptance report ppt

Acceptance report PPT includes:

1. Project background (amount, bidding time)
2. project function
3. Completion
4. Acceptance content
5. expert review

As-built acceptance materials: detailed design and test report

Project risk management, handling of external factors:

1. The contract should be clearly stated, the application for pre-resources, and the estimated time
2. Internal risk resolution, through rush work or fast follow-up, rush work means adding people, and fast follow-up means working overtime

What are the project risks:

1. cost risk
2. technical risk
3. cost risk
4. schedule risk
5. manage risk

Technical Risk Level Description

technical risk		risk level
maturity	Existing or partial redesign	low risk
	Major redesign, but technically feasible	medium risk
	Complex designs or state-of-the-art technically feasible, some research completed	high risk
Complexity	Simple design or locally increased complexity	low risk
	There is a moderate increase in complexity	medium risk
	Significantly increased or extremely complex	high risk
Correlation	Not related to existing systems, facilities, or related development units or whose progress depends on existing system facilities or related development units	low risk
	Performance depends on existing system performance, facilities or related development units	medium risk
	Progress depends on the progress of the new system, facility or related development unit or performance depends on the performance of the new system, facility or related development unit	high risk

Fee Risk Level Description

cost risk		risk level
Task Requirements Clarity	The task requirements are clear, and the user and the manufacturer have a common understanding of the task	low risk
	The task requirements are basically clear, and some details need to be further determined	medium risk
	The task requirements are not clear, the user may constantly put forward new requirements or both parties have different understandings of the task requirements	high risk
Technology Risk Impact	No high-risk projects, no more than 2 medium-risk projects	low risk
	No high-risk projects, more than 3 medium-risk projects	medium risk
	Have more than 1 high-risk project	high risk
Schedule Risk Impact	No high-risk projects, no more than 2 medium-risk progress indicators	low risk
	No high-risk projects, but more than 3 medium-risk projects	medium risk
	Have more than 1 high-risk project	high risk
Accuracy of cost estimates	Sufficient historical data for similar projects is available and sufficient qualified personnel are available in the cost estimating department	low risk
	Sufficient qualified personnel available but only partial historical data available	medium risk
	Lack of qualified personnel available and no historical data on similar projects for reference	high risk
Contract type impact	fixed price contract	low risk
	cost plus incentive fee contract	medium risk
	appropriation contract	high risk
Contract quotation impact	It is basically consistent with the quotations and forecasted costs of other bidding units	low risk
	Slightly lower than the quotation and forecast cost of other bidding units	medium risk
	The quotation is significantly lower than the quotation and forecast cost of other bidding units	high risk

Schedule Risk Level Description

schedule risk		risk level
Technology Risk Impact	No high risk, no more than 2 medium risk projects	low risk
	No high risk, more than 3 medium risk projects	medium risk
	Have more than 1 high-risk project	high risk
Rationality of planning	The plan is realistic and leaves a certain time margin in case the unexpected happens	low risk
	The plan is solid, but there is no margin for unexpected problems	medium risk
	计划不可靠，不是根据每项研制工作的实际需要来安排时间，而是根据竞争的需要或上级命令来分配时间	高风险
资源充分性	资源充足且可供使用	低风险
	现有资源充足，但与其它项目之间有潜在的矛盾冲突，可能因某些预想不到的问题而影响进度	中等风险
	现有资源不足或与其它项目之间存在严重的潜在冲突	高风险
项目人员经验	参与该项目的人员在类似的项目中已积累了经验，有足够的知识储备可用于该项目	低风险
	参与人员在类似的项目中已有一般性的经验，但在某些关键部门还缺乏有经验的人员	中等风险
	参与人员普遍没有在类似项目中工作的经验，关键部门可用的有经验人员很少	高风险

管理风险级别描述

管理风险		风险级别
领导素质影响	领导者决策能力强，很有威望	低风险
	领导者决策能力较强，威望一般	中等风险
	领导者决策能力一般，同时也没什么威望	高风险
组织机构影响	组织机构健全，各机构间配合密切、融洽，运作效率高	低风险
	组织机构基本完善，运作效率一般	中等风险
	组织机构不完善，或虽完善但运作效率很低	高风险
计划条理性	计划安排很有条理，且在关键项目上态度较为保守	低风险
	计划安排有序，但在计划安排上态度较激进	中等风险
	计划安排没条理，或一般但态度很激进（冒险型）	高风险
人员素质	人员整体素质高，且人员之间协作能力强	低风险
	人员整体素质较高，但人员之间协作能力一般	中等风险
	人员整体素质一般，协作能力也一般	高风险
实力及条件	实力雄厚、条件优越且得到大家一致公认	低风险
	实力和条件较好，能胜任项目的研究	中等风险
	实力和条件一般，基本能胜任项目研究工作	高风险
各阶段的协调	协调能力强，能作好各阶段的协调工作，应付突发事件能力强	低风险
	协调能力较强，正常情况下能保证各阶段的协调一致，应付突发事件的能力一般	中等风险
	协调能力一般，应付突发事件的能力差	高风险