This project has come to an end. Completing different project events is actually a process of communicating with different people and working hard to achieve event goals. In the process of completing the questionnaire, what benefited most was the optimization and adjustment of communication paths.
In a large-scale project management, different communication paths will have different impacts on the progress of the entire thing. From a project management perspective, how to drive effective project progress requires thinking and dynamic adjustment in each project event.
Communication Path: Promotion of Questionnaires
In the later stages of the project, Party A hopes to conduct a questionnaire survey on each business system. The questionnaire survey involves 20 subsystems, and the business design of each subsystem has different questions.
This matter was initiated by the project leader of Party AZhang Sanjia, and contacted the project leader of Party BLi Siji. (Zhang Sanjia has the full authority to mobilize Party A’s management team; Li Si already has the authority to mobilize Party B’s sub-project team, partially.)
The plan is to first select one of the subsystems to start with and complete a questionnaire survey, that is, make a prototype first.
The whole thing is driven by 10 steps, starting from Zhang Sanjia assigning tasks to Li Si and ending with Li Si revising and completing the final draft. The entire process is:
The generation of templates is very beneficial for accumulating and extracting common problems. At the same time, the management process has also been explored. The next step is to expand the scope and design a questionnaire survey on the remaining 19 subsystems.
This is when the problem begins to amplify. Questions generated in a single questionnaire appeared 19 times at the same time.
Zhang Sanjia urged Li Si to seize the time to complete the final draft of all questionnaires. If Li Si has other matters that take up his time, he will ask Party B to arrange full-time and concentrate on the attack; however, Li Si has said that it is not that he does not have enough time, the key is this matter To what extent can the priority be raised among the project personnel involved?
It must be admitted that Zhang Sanjia's thinking was very active at this time, and he immediately understood how to improve.
After careful analysis, there are two obvious omissions and drawbacks in the above picture:
1. There are 4 matters related to Zhang Sanjia and 5 matters related to Li Siji. The work of the two has the largest interaction coefficient, forming a key node in incident processing.
2. On the contrary, the role of Party A’s project team leader has not participated in relevant work and is idle;
Zhang Sanjia didseveral key things to promote:
1. Directly request the first person in charge of the project of Party B and assign tasks directly through him (increase the priority arrangement of tasks within Party B);
2. Make requests to Party A’s project team leader, who will contact each business department (Party B’s project team leader has no binding force on Party A’s business team leader’s feedback progress, and Party A will instead handle internal supervision and reminders);
3. Optimize and adjust communication paths (reasonably allocate human resources).
The communication path was optimized and adjusted to form the following model:
As can be seen from the above figure,
1. The questionnaire work for a single business has been simplified from 10 steps to 8 steps.
2. Party A’s project team leader participated in the work,
3. Zhang Sanjia is only responsible for two things, while Li Si is already responsible for two things and is no longer a blocking point.
After the adjustment, things drove very smoothly, and the change was quite successful.