撠獢摰 臬血停蝑澆頞孵潛撠獢 ?
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唾舫支隞乩撟暸隞亙嚗血拚"撠獢孵潸" Best Practice 靘嚗銋撠望航牧嚗典獢鈭箏∪撠獢蝬敹脣箇澆撠獢銋敺嚗撠獢蝬虫瑁痊嚗冽潭湔閰脣瘛勗恥嗡閫撠獢孵潭剁銝阡芣"Just-Make" 血嚗靘摰Ｘ嗅獢瑁蝔Best practices霈摰Ｘ嗅蔆敶蹂蝬銝游獢蝞∠閮蝺渡瘣蝳桐敺閬
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[Ref嚗隞乩閮餅箄: http://www.projectinsight.net ]
Does Project Success Equal Project Excellence?
Considering that more than 50% of all projects fail, the question begs to be asked.... Does project success equal project excellence? If you've delivered a project that was deemed successful by whatever determining factor or factors that are used in your organization or with your client, does that mean you provided excellence to them? When I word it that way, you can see where that may not be the case.
First, let's consider what makes a project a success. Then we can consider the excellence question. In most organizations, with most senior management, and with most customers, one or more of three determining success factors likely come into play. These are:
On time project delivery
This factor means that the project solution was delivered to the customer by the agreed upon end date of the project. Change orders and other issues may cause you to frequently modify the project schedule in your web-based project management software solution. You may have to modify the delivery date of certain portions of the project, major phases of the project, or even the final end date of the project, but if there is an agreed upon final delivery date and it is met as planned, then the project is usually considered to be delivered ‘on time.'
On budget project delivery
This, of course, means that after all budgetary issues are taken into consideration including change orders, the project was delivered to the customer within the agreed upon budget constraints. You'll be revising the project budget throughout the engagement due to resource forecasting, change orders, and changes in the project schedule through your project management software, but as long as the budget revisions are signed off and have become the ‘new' project budget, then that is what you're delivering against and what you're being judged against.
Customer satisfaction
This factor is often a combination of many - including the two above. But ultimately it boils down to this... Did you deliver a satisfactory, workable solution to the customer that their end users can use and that they have confidence in? If you did, and you used their money wisely and delivered the project in a timely manner, you usually will have a satisfied customer in the end.
What is excellence?
Aspiring to and accomplishing excellence can sometimes be accomplished by delivering the project solution on time, on budget and to the customer's satisfaction. The best indicator of project excellence will likely be in that last factor. Customer satisfaction. If you and your project team have provided your customer with excellent execution on the project, then it is doubtful that the customer will be left anything but fully satisfied.
What does it mean to perform excellence on the project? To me, and to the customer's I've served over the years, it usually comes down to practicing project management best practices throughout the engagement. It usually means adhering to most or all of the following:
Delivering the revised project schedule regularly
Delivery of a detailed, up-to-date, fully-revised, no excuses project schedule produced from your online project management software tool each and every week like clockwork prior to the weekly status call is something the customer will value the entire engagement. Knowing they can count on this information from you and that you offer full project schedule disclosure 24/7 means excellent service to the customer.
Meeting regularly with the customer and providing timely status updates
Even if you don't have much to say in a given week, it's still critical to meet with the customer. Long gaps in communication only serve to decrease customer confidence, which in turn clouds their view of excellent project performance from you and your team. Stay on track and adhere to the schedules you agreed upon for project status communications with the customer from the outset and they will interpret that as providing excellence in your project status delivery to them.
Project leadership
The customer must see the project manager as a confident leader of his team and one who seems to maintain control at all times. The project manager who has trouble making key decisions or seems to lose leadership off and on throughout the project is not keeping customer confidence high and is not providing excellent service to the customer. You don't have to be a heavy-handed leader. You must, however, exude confidence in the way you handle the customer and your team and the way you make decisions in the best interest of the project and the customer. Especially the tough decisions. That's how you display excellence to the customer.
雿:敺瑕,PMP
祇望刻衣陛曹蜓憿
New Product Development Professional, NPDP
暺甇文臭頛
雿蝪∩
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蝪∪勗之蝬
1. NPD Introduction
2. NPD Process
3. How to implement NPD?
蝪∪梯牧
望潭亙PMP賊銋NPDP閮蝺游嚗鞈蝑銝衣∪瑕祈票敹靘隡璆剜典誨銋嚗甇日芾啣神蝪∩銝血2撠券典誨PMPNPDP
亦銝啣隢甇日蝯銝頛http://www.pmsuccess.net/PMPUpload/Personal_UL/20110422234714.pptx