打卡3本书10句话-15(Punch in 3 books, 10 sentences – 15)

研发能力持续成长路线图-向华为学习研发管理,助推企业持续发展 27

2 – 产品规划

2 – 产品规划

  • 产品规划之市场细分

    市场细分:聚焦靶心
    如何验证市场细分:差异性,可衡量性,可进入性,可盈利性,持久性
    示例-智能手机市场细分

    时尚,独特,高品质
    外观炫酷,功能丰富,音乐,游戏,摄影
    付费软件
    通讯技术

  • 市场细分:聚焦靶心
  • 如何验证市场细分:差异性,可衡量性,可进入性,可盈利性,持久性
  • 示例-智能手机市场细分

    时尚,独特,高品质
    外观炫酷,功能丰富,音乐,游戏,摄影
    付费软件
    通讯技术

  • 时尚,独特,高品质
  • 外观炫酷,功能丰富,音乐,游戏,摄影
  • 付费软件
  • 通讯技术
  • 产品规划之组合分析

    战略地位分析:找准定位【四个象限】

    问题类:通常无利润
    明星类:几乎总是有利润
    奶牛类:通常有利润
    瘦狗类:几乎无利润

    财务分析:给未来算笔账【投资回报率,累计收入】

  • 战略地位分析:找准定位【四个象限】

    问题类:通常无利润
    明星类:几乎总是有利润
    奶牛类:通常有利润
    瘦狗类:几乎无利润

  • 问题类:通常无利润
  • 明星类:几乎总是有利润
  • 奶牛类:通常有利润
  • 瘦狗类:几乎无利润
  • 财务分析:给未来算笔账【投资回报率,累计收入】
  • 产品规划之制定业务策略与计划

    主要3个任务

    制定目标:制定各个细分市场未来若干年的市场和财务目标
    制定策略:明确为配合完成市场和财务目标所需要开发的新产品及其上市时间,即制定细分市场产品路标规划
    制定计划:未来保证细分市场产品路标规划具有可行性,制定细分市场产品族业务计划,明确开发,营销,售后,制造,采购,财务等各方面应在何时开展哪些主要工作

    应用安索夫矩阵进行策略分析
    细分市场业务策略:斗智斗勇
    细分市场产品路标规划
    细分市场产品族业务计划

  • 主要3个任务

    制定目标:制定各个细分市场未来若干年的市场和财务目标
    制定策略:明确为配合完成市场和财务目标所需要开发的新产品及其上市时间,即制定细分市场产品路标规划
    制定计划:未来保证细分市场产品路标规划具有可行性,制定细分市场产品族业务计划,明确开发,营销,售后,制造,采购,财务等各方面应在何时开展哪些主要工作

  • 制定目标:制定各个细分市场未来若干年的市场和财务目标
  • 制定策略:明确为配合完成市场和财务目标所需要开发的新产品及其上市时间,即制定细分市场产品路标规划
  • 制定计划:未来保证细分市场产品路标规划具有可行性,制定细分市场产品族业务计划,明确开发,营销,售后,制造,采购,财务等各方面应在何时开展哪些主要工作
  • 应用安索夫矩阵进行策略分析
  • 细分市场业务策略:斗智斗勇
  • 细分市场产品路标规划
  • 细分市场产品族业务计划
  • 产品规划之制定产品线路标规划

    组合决策标准
    产品项目优先级排序:捡到菜篮子的不都是菜
    产品线路标规划
    初始的产品开发项目任务书

  • 组合决策标准
  • 产品项目优先级排序:捡到菜篮子的不都是菜
  • 产品线路标规划
  • 初始的产品开发项目任务书
  • 产品规划的组织与实施

代码整洁之道 28

5 – 格式

5 – 格式

  • 格式的目的:通过代码格式能帮助我们更好的沟通
  • 垂直格式:向报纸学习
  • 横向格式:120个字符
  • 团队规范:IDE的代码格式功能

从零开始学项目管理 74

 三个约束条件,五个主要过程组

 三个约束条件,五个主要过程组

  • 范围制约

    作为项目经理,首先必须搞清楚项目的商业利润核心,明确把握项目发起人期望通过项目获得什么样的产品或服务
    对于项目的范围约束,容易忽视项目的商业目标,而偏向技术目标,导致项目最终结果与项目干系人期望值之间的差异
    因为项目的范围可能会随着项目的进展而发生变化,从而与时间和成本等约束条件之间产生冲突,因此面对项目的范围约束,主要是根据项目的商业利润核心做 好项目范围的变更管理
    既要避免无原则的变更项目的范围,也要根据时间与成本的约束,在取得项目干系人的一致意见的情况下,合理的按程序变更项目的范围

  • 作为项目经理,首先必须搞清楚项目的商业利润核心,明确把握项目发起人期望通过项目获得什么样的产品或服务
  • 对于项目的范围约束,容易忽视项目的商业目标,而偏向技术目标,导致项目最终结果与项目干系人期望值之间的差异
  • 因为项目的范围可能会随着项目的进展而发生变化,从而与时间和成本等约束条件之间产生冲突,因此面对项目的范围约束,主要是根据项目的商业利润核心做 好项目范围的变更管理
  • 既要避免无原则的变更项目的范围,也要根据时间与成本的约束,在取得项目干系人的一致意见的情况下,合理的按程序变更项目的范围
  • 时间制约

    规定项目需要多长时间完成,项目的进度应该怎样安排,项目的活动在时间上的要求,各活动在时间安排上的先后顺序
    当进度与计划之间 发生差异时,如何重新调整项目的活动历时,以保证项目按期完成,或者通过调整项目的总体完成工期,以保证活动的时间与质量
    在考虑时间约束时,一方面要研究因为项目范围的变化对项目时间的影响,另一方面要研究,因为项目历时的变化,对项目成本产生的影响
    及时跟踪项目的进展情况,通过对实际项目进展情况的分析,提供给项目干系人一个准确的报告

  • 规定项目需要多长时间完成,项目的进度应该怎样安排,项目的活动在时间上的要求,各活动在时间安排上的先后顺序
  • 当进度与计划之间 发生差异时,如何重新调整项目的活动历时,以保证项目按期完成,或者通过调整项目的总体完成工期,以保证活动的时间与质量
  • 在考虑时间约束时,一方面要研究因为项目范围的变化对项目时间的影响,另一方面要研究,因为项目历时的变化,对项目成本产生的影响
  • 及时跟踪项目的进展情况,通过对实际项目进展情况的分析,提供给项目干系人一个准确的报告
  • 成本约束

    规定完成项目需要花多少钱
    对项目成本的计量,一般用花费多少资金来衡量,但也可以根据项目的特点,采用特定的计量单位来表示。关 键是通过成本核算,能让项目干系人,了解在当前成本约束之下,所能完成的项目范围及时间要求
    当项目的范围与时间发生变化时,会产生多大的成本变化,以决 定是否变更项目的范围,改变项目的进度,或者扩大项目的投资
    一般只是在项目结束时,才交给财务或计划管理部门的预算人员进行项目结 算
    对内部消耗资源性的项目,往往不做项目的成本估算与分析,使得项目干系人根本认识不到项目所造成的资源浪费

  • 规定完成项目需要花多少钱
  • 对项目成本的计量,一般用花费多少资金来衡量,但也可以根据项目的特点,采用特定的计量单位来表示。关 键是通过成本核算,能让项目干系人,了解在当前成本约束之下,所能完成的项目范围及时间要求
  • 当项目的范围与时间发生变化时,会产生多大的成本变化,以决 定是否变更项目的范围,改变项目的进度,或者扩大项目的投资
  • 一般只是在项目结束时,才交给财务或计划管理部门的预算人员进行项目结 算
  • 对内部消耗资源性的项目,往往不做项目的成本估算与分析,使得项目干系人根本认识不到项目所造成的资源浪费

项目干系人总是期望用最低的成本、最短的时间,来完成最大的项目范围。这三个期望之间是互相矛盾、互相制约的。项目范围的扩大,会导 致项目工期的延长或需要增加加班资源,会进一步导致项目成本的增加;同样,项目成本的减少,也会导致项目范围的限制。作为项目经理,就是要运用项目管理的 九大领域知识,在项目的五个过程组中,科学合理的分配各种资源,来尽可能的实现项目干系人的期望,使他们获得最大的满意度

  • 启动

    输出结果有项目章程、任命项目经理、确定约束条件与假设条件等
    最主要内容是进行项目的可行性研究与分析, 这项活动要以商业目标为核心,而不是以技术为核心
    无论是领导关注,还是项目宗旨,都应围绕明确的商业目标,以实现商业预期利润分析为重点,并要提供科学 合理的评价方法,以便未来能对其进行评估

  • 输出结果有项目章程、任命项目经理、确定约束条件与假设条件等
  • 最主要内容是进行项目的可行性研究与分析, 这项活动要以商业目标为核心,而不是以技术为核心
  • 无论是领导关注,还是项目宗旨,都应围绕明确的商业目标,以实现商业预期利润分析为重点,并要提供科学 合理的评价方法,以便未来能对其进行评估
  • 计划

    通过对项目的范围、任务分解、资源分析等制定一个科学的计划,能使项目团队的工作有序的开展
    有了计划,我们在实施过程中,才能有一个参照,并通过对计划的不断修订与完善,使后面的计划更符合实际,更能准确的指导项目工作
    计划是管理的一种手段,仅是通过这种方式,使项目的资源配置、时间分配更为科学合理而已,而计划在实际执行中是可以不断修改的
    在项目的不同知识领域有不同的计划,应根据实际项目情况,编制不同的计划,其中项目计划、范围说明书、工作分解结构、活动清单、网络图、进度计划、资源计划、成本估计、质量计划、风险计划、沟通计划、采购计划等等,是项目计划过程常见的输出,应重点把握与运用

  • 通过对项目的范围、任务分解、资源分析等制定一个科学的计划,能使项目团队的工作有序的开展
  • 有了计划,我们在实施过程中,才能有一个参照,并通过对计划的不断修订与完善,使后面的计划更符合实际,更能准确的指导项目工作
  • 计划是管理的一种手段,仅是通过这种方式,使项目的资源配置、时间分配更为科学合理而已,而计划在实际执行中是可以不断修改的
  • 在项目的不同知识领域有不同的计划,应根据实际项目情况,编制不同的计划,其中项目计划、范围说明书、工作分解结构、活动清单、网络图、进度计划、资源计划、成本估计、质量计划、风险计划、沟通计划、采购计划等等,是项目计划过程常见的输出,应重点把握与运用
  • 实施

    项目的主体内容执行过程,但实施包括项目的前期工作,因此不光要在具体实施过程中注意范围变更、记录项目信息,鼓励项目组成员努力完成项目,还要在开头与收尾过程中,强调实施的重点内容,如正式验收项目范围等
    重要的内容就是项目信息的沟通,即及时提交项目进展信息,以项目报告的方式定期通过项目进度,有利开展项目控制,对质量保证提供了手段

  • 项目的主体内容执行过程,但实施包括项目的前期工作,因此不光要在具体实施过程中注意范围变更、记录项目信息,鼓励项目组成员努力完成项目,还要在开头与收尾过程中,强调实施的重点内容,如正式验收项目范围等
  • 重要的内容就是项目信息的沟通,即及时提交项目进展信息,以项目报告的方式定期通过项目进度,有利开展项目控制,对质量保证提供了手段
  • 控制

    保证项目朝目标方向前进的重要过程,就是要及时发现偏差并采取纠正措施,使项目进展朝向目标方向
    控制可以使实际进展符合计划,也可以修改计划使之更切合目前的现状
    修改计划的前提是项目符合期望的目标
    控制的重点有这么几个方面:范围变更、质量标准、状态报告及风险应对

  • 保证项目朝目标方向前进的重要过程,就是要及时发现偏差并采取纠正措施,使项目进展朝向目标方向
  • 控制可以使实际进展符合计划,也可以修改计划使之更切合目前的现状
  • 修改计划的前提是项目符合期望的目标
  • 控制的重点有这么几个方面:范围变更、质量标准、状态报告及风险应对
  • 收尾

    一个项目通过一个正式而有效的收尾过程,不仅是对当前项目产生完整文档,对项目干系人的交待,更是以后项目工作的重要财富
    项目收尾包括对最终产品进行验收,形成项目档案,吸取的教训等
    项目收尾的形式,可以根据项目的大小自由决定,可以通过召开发布会、表彰会、公布绩效评估等手段来进行,形式是根据情况采用,但一定要明确,并能达到效果

  • 一个项目通过一个正式而有效的收尾过程,不仅是对当前项目产生完整文档,对项目干系人的交待,更是以后项目工作的重要财富
  • 项目收尾包括对最终产品进行验收,形成项目档案,吸取的教训等
  • 项目收尾的形式,可以根据项目的大小自由决定,可以通过召开发布会、表彰会、公布绩效评估等手段来进行,形式是根据情况采用,但一定要明确,并能达到效果

专业术语

  • Project Human Resource Management
  • Project Life Cycle
  • Project Time Management
  • Projectize Organization
  • Project Quality Management
  • Resource Planning
  • Resource Leveling
  • S-Curve
  • Earned Value
  • Gantt Chart
————————

Roadmap for sustainable growth of R & D capability – Xianghua to learn R & D management and boost the sustainable development of Enterprises 27

2 – Product Planning

2 – Product Planning

  • Market segmentation of product planning
    Market segmentation: focus on bull’s-eye
    How to verify market segmentation: difference, measurability, accessibility, profitability and persistence
    Example – smartphone market segmentation
    Fashion, unique and high quality
    Cool appearance, rich functions, music, games, photography
    Paid software
    Communication technology
  • Market segmentation: focus on bull’s-eye
  • How to verify market segmentation: difference, measurability, accessibility, profitability and persistence
  • Example – smartphone market segmentation
    Fashion, unique and high quality
    Cool appearance, rich functions, music, games, photography
    Paid software
    Communication technology
  • Fashion, unique and high quality
  • Cool appearance, rich functions, music, games, photography
  • Paid software
  • Communication technology
  • Portfolio analysis of product planning
    Strategic position analysis: find the right position [four quadrants]
    Problem class: usually no profit
    Star class: almost always profitable
    Dairy: usually profitable
    Thin dogs: almost no profit
    Financial analysis: account for the future [return on investment, cumulative income]
  • Strategic position analysis: find the right position [four quadrants]
    Problem class: usually no profit
    Star class: almost always profitable
    Dairy: usually profitable
    Thin dogs: almost no profit
  • Problem class: usually no profit
  • Star class: almost always profitable
  • Dairy: usually profitable
  • Thin dogs: almost no profit
  • Financial analysis: account for the future [return on investment, cumulative income]
  • Formulation of business strategy and plan for product planning
    Three main tasks
    Set goals: set market and financial goals for each market segment in the next few years
    Formulate strategy: define the new products to be developed to meet the market and financial objectives and their time to market, that is, formulate the product roadmap planning for market segments
    Plan making: in the future, ensure the feasibility of the product roadmap planning of the market segment, formulate the business plan of the product family of the market segment, and clarify when and what main work should be carried out in the aspects of development, marketing, after-sales, manufacturing, procurement, finance and so on
    Strategy analysis using Ansoff matrix
    Market segment business strategy: fighting wits and courage
    Market segment product roadmap planning
    Segment product family business plan
  • Three main tasks
    Set goals: set market and financial goals for each market segment in the next few years
    Formulate strategy: define the new products to be developed to meet the market and financial objectives and their time to market, that is, formulate the product roadmap planning for market segments
    Plan making: in the future, ensure the feasibility of the product roadmap planning of the market segment, formulate the business plan of the product family of the market segment, and clarify when and what main work should be carried out in the aspects of development, marketing, after-sales, manufacturing, procurement, finance and so on
  • Set goals: set market and financial goals for each market segment in the next few years
  • Formulate strategy: define the new products to be developed to meet the market and financial objectives and their time to market, that is, formulate the product roadmap planning for market segments
  • Plan making: in the future, ensure the feasibility of the product roadmap planning of the market segment, formulate the business plan of the product family of the market segment, and clarify when and what main work should be carried out in the aspects of development, marketing, after-sales, manufacturing, procurement, finance and so on
  • Strategy analysis using Ansoff matrix
  • Market segment business strategy: fighting wits and courage
  • Market segment product roadmap planning
  • Segment product family business plan
  • Formulation of product planning product line standard planning
    Combined decision criteria
    Product item prioritization: not all vegetables are found in the basket
    Product route planning
    Initial product development project assignment
  • Combined decision criteria
  • Product item prioritization: not all vegetables are found in the basket
  • Product route planning
  • Initial product development project assignment
  • Organization and implementation of product planning

Code tidiness 28

5 – Format

5 – Format

  • Purpose of format: code format can help us communicate better
  • Vertical format: learn from newspapers
  • Horizontal format: 120 characters
  • Team specification: code format function of IDE

Learning project management from scratch 74

Three constraints and five main process groups

Three constraints and five main process groups

  • Scope constraints
    As a project manager, first of all, we must understand the commercial profit core of the project and clearly grasp what kind of products or services the project sponsor expects to obtain through the project
    For the scope constraints of the project, it is easy to ignore the business objectives of the project and favor the technical objectives, resulting in the difference between the final results of the project and the expectations of project stakeholders
    Because the scope of the project may change with the progress of the project, resulting in conflicts with constraints such as time and cost, facing the scope constraints of the project, it is mainly to do a good job in the change management of the project scope according to the commercial profit core of the project
    It is necessary not only to avoid changing the scope of the project without principle, but also to reasonably change the scope of the project according to procedures according to the constraints of time and cost and the consensus of project stakeholders
  • As a project manager, first of all, we must understand the commercial profit core of the project and clearly grasp what kind of products or services the project sponsor expects to obtain through the project
  • For the scope constraints of the project, it is easy to ignore the business objectives of the project and favor the technical objectives, resulting in the difference between the final results of the project and the expectations of project stakeholders
  • Because the scope of the project may change with the progress of the project, resulting in conflicts with constraints such as time and cost, facing the scope constraints of the project, it is mainly to do a good job in the change management of the project scope according to the commercial profit core of the project
  • It is necessary not only to avoid changing the scope of the project without principle, but also to reasonably change the scope of the project according to procedures according to the constraints of time and cost and the consensus of project stakeholders
  • Time constraints
    Specify how long the project will take to complete, how the project schedule should be arranged, the time requirements of project activities, and the sequence of time arrangement of various activities
    When there is a difference between the schedule and the plan, how to readjust the activity duration of the project to ensure that the project is completed on schedule, or how to adjust the overall completion period of the project to ensure the time and quality of the activity
    When considering time constraints, on the one hand, we should study the impact of changes in project scope on project time, on the other hand, we should study the impact of changes in project duration on project cost
    Track the progress of the project in time and provide an accurate report to the project stakeholders through the analysis of the actual project progress
  • Specify how long the project will take to complete, how the project schedule should be arranged, the time requirements of project activities, and the sequence of time arrangement of various activities
  • When there is a difference between the schedule and the plan, how to readjust the activity duration of the project to ensure that the project is completed on schedule, or how to adjust the overall completion period of the project to ensure the time and quality of the activity
  • When considering time constraints, on the one hand, we should study the impact of changes in project scope on project time, on the other hand, we should study the impact of changes in project duration on project cost
  • Track the progress of the project in time and provide an accurate report to the project stakeholders through the analysis of the actual project progress
  • Cost constraint
    Specify how much it will cost to complete the project
    The measurement of project cost is generally measured by how much money is spent, but it can also be expressed in specific units of measurement according to the characteristics of the project. The key is that through cost accounting, project stakeholders can understand the project scope and time requirements that can be completed under the current cost constraints
    When the scope and time of the project change, how much cost change will occur to determine whether to change the scope of the project, change the progress of the project, or expand the investment of the project
    Generally, it is only at the end of the project that it is handed over to the budget personnel of the financial or planning management department for project settlement
    For projects that consume resources internally, the cost estimation and analysis of the project are often not done, so that the project stakeholders simply do not realize the waste of resources caused by the project
  • Specify how much it will cost to complete the project
  • The measurement of project cost is generally measured by how much money is spent, but it can also be expressed in specific units of measurement according to the characteristics of the project. The key is that through cost accounting, project stakeholders can understand the project scope and time requirements that can be completed under the current cost constraints
  • When the scope and time of the project change, how much cost change will occur to determine whether to change the scope of the project, change the progress of the project, or expand the investment of the project
  • Generally, it is only at the end of the project that it is handed over to the budget personnel of the financial or planning management department for project settlement
  • For projects that consume resources internally, the cost estimation and analysis of the project are often not done, so that the project stakeholders simply do not realize the waste of resources caused by the project

Project stakeholders always expect to complete the largest project scope with the lowest cost and the shortest time. These three expectations contradict and restrict each other. The expansion of project scope will lead to the extension of project duration or the need to increase overtime resources, which will further lead to the increase of project cost; Similarly, the reduction of project cost will also lead to the limitation of project scope. As a project manager, it is necessary to use the nine domain knowledge of project management to scientifically and reasonably allocate various resources in the five process groups of the project, so as to realize the expectations of project stakeholders as much as possible and make them obtain the greatest satisfaction

  • start-up
    The output results include project charter, appointment of project manager, determination of constraints and assumptions, etc
    The most important content is the feasibility study and analysis of the project. This activity should focus on business objectives rather than technology
    Whether it is the concern of leaders or the purpose of the project, it should focus on the clear business objectives, focus on the analysis of the expected business profits, and provide scientific and reasonable evaluation methods so that they can be evaluated in the future
  • The output results include project charter, appointment of project manager, determination of constraints and assumptions, etc
  • The most important content is the feasibility study and analysis of the project. This activity should focus on business objectives rather than technology
  • Whether it is the concern of leaders or the purpose of the project, it should focus on the clear business objectives, focus on the analysis of the expected business profits, and provide scientific and reasonable evaluation methods so that they can be evaluated in the future
  • plan
    By making a scientific plan for the scope, task decomposition and resource analysis of the project, the work of the project team can be carried out in an orderly manner
    With the plan, we can have a reference in the implementation process, and through the continuous revision and improvement of the plan, we can make the later plan more realistic and more accurately guide the project work
    Plan is a means of management. Only in this way can the resource allocation and time allocation of the project be more scientific and reasonable, and the plan can be continuously modified in the actual implementation
    There are different plans in different knowledge areas of the project, and different plans shall be prepared according to the actual project situation. Among them, project plan, scope statement, work breakdown structure, activity list, network diagram, schedule plan, resource plan, cost estimation, quality plan, risk plan, communication plan, procurement plan, etc. are common outputs of the project planning process, Should focus on grasping and using
  • By making a scientific plan for the scope, task decomposition and resource analysis of the project, the work of the project team can be carried out in an orderly manner
  • With the plan, we can have a reference in the implementation process, and through the continuous revision and improvement of the plan, we can make the later plan more realistic and more accurately guide the project work
  • Plan is a means of management. Only in this way can the resource allocation and time allocation of the project be more scientific and reasonable, and the plan can be continuously modified in the actual implementation
  • There are different plans in different knowledge areas of the project, and different plans shall be prepared according to the actual project situation. Among them, project plan, scope statement, work breakdown structure, activity list, network diagram, schedule plan, resource plan, cost estimation, quality plan, risk plan, communication plan, procurement plan, etc. are common outputs of the project planning process, Should focus on grasping and using
  • implementation
    The main content of the project is the implementation process, but the implementation includes the preliminary work of the project. Therefore, it is not only necessary to pay attention to the scope change and record the project information in the specific implementation process, and encourage the members of the project team to strive to complete the project, but also emphasize the key contents of the implementation in the beginning and ending process, such as formal acceptance of the project scope, etc
    The important content is the communication of project information, that is, submit the project progress information in time, regularly pass the project progress in the form of project report, which is conducive to project control and provides a means for quality assurance
  • The main content of the project is the implementation process, but the implementation includes the preliminary work of the project. Therefore, it is not only necessary to pay attention to the scope change and record the project information in the specific implementation process, and encourage the members of the project team to strive to complete the project, but also emphasize the key contents of the implementation in the beginning and ending process, such as formal acceptance of the project scope, etc
  • The important content is the communication of project information, that is, submit the project progress information in time, regularly pass the project progress in the form of project report, which is conducive to project control and provides a means for quality assurance
  • control
    The important process to ensure that the project moves towards the target direction is to find out the deviation in time and take corrective measures to make the project progress towards the target direction
    Control can make the actual progress in line with the plan, or modify the plan to make it more in line with the current situation
    The premise of modifying the plan is that the project meets the expected objectives
    The control focuses on the following aspects: scope change, quality standard, status report and risk response
  • The important process to ensure that the project moves towards the target direction is to find out the deviation in time and take corrective measures to make the project progress towards the target direction
  • Control can make the actual progress in line with the plan, or modify the plan to make it more in line with the current situation
  • The premise of modifying the plan is that the project meets the expected objectives
  • The control focuses on the following aspects: scope change, quality standard, status report and risk response
  • Finishing
    Through a formal and effective closing process, a project is not only a complete document for the current project and an explanation to the project stakeholders, but also an important asset for future project work
    Project closure includes acceptance of final products, formation of project archives, lessons learned, etc
    The form of project closure can be freely determined according to the size of the project, and can be carried out by holding press conferences, commendation meetings, publishing performance evaluation and other means. The form is adopted according to the situation, but it must be clear and achieve results
  • Through a formal and effective closing process, a project is not only a complete document for the current project and an explanation to the project stakeholders, but also an important asset for future project work
  • Project closure includes acceptance of final products, formation of project archives, lessons learned, etc
  • The form of project closure can be freely determined according to the size of the project, and can be carried out by holding press conferences, commendation meetings, publishing performance evaluation and other means. The form is adopted according to the situation, but it must be clear and achieve results

Technical Term

  • Project Human Resource Management
  • Project Life Cycle
  • Project Time Management
  • Projectize Organization
  • Project Quality Management
  • Resource Planning
  • Resource Leveling
  • S-Curve
  • Earned Value
  • Gantt Chart