5 The Discussion: Building a New Mode of Enterprise Management Projection
The structure of Chapter 5 is shown as figure5-1:
Fig. 5-1 the Structure of Chapter 5
From tradition management to modern management, there are many kinds of modes of the Enterprise's structure. The traditional structure modes mainly include sharply making, function making, straight line function making, and straight line function that gives advice and makes. The modern structure modes mainly include multidivisional structure, matrix structure, the multidimensional, and so on. In the following, we will analysis and compare with the three modes of the Structure, such as functional type, the multidivisional, and matrix.
(1)Functional Type Structure
It concentrates on the structure as the characteristic on the senior level with power, lies in the production and operating activities of enterprises divide several functional departments according to the function, every department is a vertical administrative system, managed directly by the top leader of enterprises, so it also called ” The vertical function type structure " . While there must be high layer of executives and functional department at the same time get involved in it, the main decision of the production process only be taken. Help enterprises to, according to the general program, it is will very helpful to concentrate limited resources to invest in the most effective project. Meanwhile, this kind of structure is still favorable to the close coordination of production-supply-marketing each link. But the top leader sinks into the daily business activities, it should to involve in entering originally too much be the middle level administrator's vocational work, negligent of enterprise's long-term development strategy. Meanwhile, because the administrative structure is huger and huger, the coordination between every department is more and more difficult, so these will causes the system to be rigid, and the manage cost will rise. The structure chart is as shown in Fig. 5-2.
Fig. 5-2 Functional organizational structure
(2) Multidivisional Structure
For diversified enterprises brought about by the complexity of management, Si Long, an American management scientist, Proposed the Multidivisional Structure in the 1920s. That adopted Multidivisional structure is General Motors Overseas Corporation first. It is exactly General Motors Corporation in the crisis of 1920, invent this set of new structure, General Motors Corporation comes back to life. It is a kind of fraction type structure, it is divided according to the products, area or market under the leadership of head office that the Division makes, carry on the product design, purchase, produce and sell in unison, relatively managing independently, independent department fraction structure that check and calculate. Compared with function type structure, the Division makes structure and delegates power to the lower levels, help supreme administration and supervision authorities to get rid of the daily administrative affairs, focus on the fundamental policies of enterprises and strategic problem; The independent accounting of every Division, can give full play to the enthusiasm, initiative and creativity of department's management, improve the adaptive capacity of enterprise's management; The competition between every Division helps to improve the whole efficiency of the company; It is easy to train the managerial talent. But it is to all set up the management organization on the upper strata and inside of Division that the Division makes existing problem, apt to cause the organizational overlapping, the administrative staff swells, administrative expenses increase; Other every Division independence strong, consider question to be easy to ignore whole interests, disadvantage of causing every Division to coordinate the difficulty and increase etc..
(3) Matrix Structure
Matrix Structure department that function divide and combine according to group that event divide together and make up a matrix, a administrative staff has already kept organizing with the former functional department with the connection on the business, participate in the work of the project group again. Functional department fixed organization, project group provisional to organize, finish task dismiss automatically, and its member goes back to the former department to work. The structure of matrix has weak matrix, equilibrates three kinds of modes of matrix, strong matrix, three kinds of matrix structure are like table 5-1.
Table 5-1 the differences of matrix structure
Make form structure and combine the crosswise of enterprises with longitudinal relation in matrix, help to cooperate and produce; It helps to give play to the individual advantage to dispose personnel to the particular task, integrate others' strong points, improve the quality that the project finishes, raise labor productivity; The irregular association of the personnel of every department is favorable to information interchange, increase the learning opportunity of each other, improve the professional management level. But a provisional organization because of the project team, it is apt to make personnel produce the acts and efforts for expediency. Group members' double leadership question will cause the contradiction in the work. Project or enterprise that the professional personnel in many aspects tackle key problems collects that suitable for some to concentrate on.
The management office of the project has already received the extensive concern of the academia as a brand-new concept, some foreign bigger project type enterprises have already tried, has made certain success. The management office of the project is the cores of management project enterprises, play an extremely important role in organizing. Let the management office of the project support enterprise's management project more effectively, must incorporate structure to reach enterprises come a reasonable one its. The management office of the project has gone through three stages, the supporting type project management office, coach type project management office, management type project management office. Project persons, who usually serve as the supporter of the project management, control of project of management office, administrator of strategy. Organization from initial shape to present business administration projects, the management office of the project is constantly changeable, and a dynamic course, it is ripe with maturity of enterprises, with organizing the natural gradual progress.
5.1.2.1 Construction of the Project Management Offices (PMO)
(l) Structure of PMO
Analyzed that can relatively be found out by structure, matrix type structure has certain superiority, but the defect lies in receiving the double leadership of function manager and project manager. Enterprise organize structural design organize on the basis of matrix, because matrix make structure have flexible characteristics, carry out and examine according to the method of the project management strictly during the project, guarantee the realization of the project goal. And the key lies in maximizing favorable factors and minimizing unfavorable ones, give full play to its function, the management office of the project solves this problem. The enterprise's structure is shown as Fig.5-3.
Fig. 5-3 Organization chart of PMO
Strategic planning department: Strategy is the cores of enterprises; all projects should centre on strategy, take action to carry out through the project by strategy. The strategic planning department makes a response and reacts to the inside of the new action through an environmental change externally. Looking over constantly the change of the external environment condition is the important factor of surviving in the dynamic competitive environment, react and can strengthen the competitive position of enterprises to the inside of new action plan.
The group of scheduling of resource: Because of predetermines conflicting with time limit existence of resources between the projects will produce the scheduling of resource incompletely, thus cause the delay in time limit. The group of scheduling of resource is mainly resource situation and performance of the monitoring project. Consider the project commissioner is more professional in the project and project managerial knowledge, responsible for the scheduling of resource and coordination of the projects especially by the project commissioner.
Functional department: The functional department is that an enterprise is necessary; it includes personnel, financial affairs, administration, etc. They, as blood and skeleton of enterprise's normal operation, under the project support platform, provide safeguard for normal operation of the project.
(2)Functions of PMO
First, information management
The management office of the project needs to manage contract, the information one is drafted and releasing, etc. This includes it to various attachments of contract original and contract, agreement, supplementary management. Not only a big contract not only the content is numerous, but also altering constantly, so should carry on the record correctly properly. Mediums of the present contract generally all have three kinds, the paper quality, CD and electronic file should keep the consistency of the contract medium first, otherwise may cause the dispute. After once a project is set up or after the contract is signed, will generally release the information about this project for every functional department and concerned leaders. Usually the issue of project rules in the project management. It includes the name of the project, the source, the goal, the main members of the project group, contract number, etc. Different organizations and individuals may need different information such as the leaders may pay close attention to the targets and contract foreheads of the project. The date that the financial department may only pay close attention to spending money in the project and contract number, etc. Notify every project responsibility person of the state of the project with standing erect at any time according to the progress of the project. The event state here may include the state of the event like the plan, cost, quality, time, etc. include the state of the products too, for instance technology, the scheme, question, etc. The event collects money in the report of the state. This piece question that everybody care about relatively, might know, notify main relevant personnel of every week.
Second, following and pre-warning of the project
This may be one of the main functions of the project management office. The asking for of it including project plan, follows, and follow the issue of the result. Once approving and initiating a project, then the project manager will make a project prospectus, the project prospectus must include several important things most, i.e. the project is mainly delivered to the achievement, the milestone of the project, the time to finish, the cost of the budget, main project members. The management office of the project should follow the going on of the project in real time. According to the urgent intensity of the project, make the plan of altering, carry on regular following and inspection. As to the thing that time long project might check once a month, as to time something shorter, perhaps check once a week. The ones that checked by project manager, financial affairs and customer according to the materials submitted.
Third, the examination of the project
Project is successful or fail, making profits or suffer the loss, what is reason. Whether should reward member's recent behavior to the group through the form of the bonus. All the above-mentioned questions are to need supporting through the data. Project management office obtains data of each department, make up and analyze to datum these, then make the decision. Project manager's general method is estimating, but the result may not be very accurate. In the company issuing the bonus monthly or quarterly, if tie to project performance again, then the function of the examination to the project seems extremely important.
Fourth, internal and external coordination
The project is coordinated including the inside is coordinated and coordinated with the outside. A project involves the market, technology, the financial affairs, the human resources, purchasing and these departments of quality at least, it is a more arduous task of management office of a project to guarantee not to dispute over trifles or dispute over trifles little between them. Mainly include the relation with customer and relation with third party cooperator with the external relation, for instance the customer's requirement, complain and answer etc. These relations are more important, deal with and bring more serious consequence improperly.
It is the heavy and complicated, precise and tiny management in all management that the project is managed. So challenging, the reason lies in it is managed that it is a kind of complex, require the administrator to have many kinds of comprehensive managerial ability. How is the project most basic purpose of management under the terms of guaranteeing the time, technology, funds and performance index, finish predetermined target with as high as possible efficiency, let all satisfied in relevant side with enterprise. Just manage and turn all aspect of enterprise's operation into the profit center because through compounding, as the project leader of management, “project manager” is no longer a traditional administrator. Because the group administered by he is no longer so well arranged, by " command and control " It does not have efficiency again that the tradition for the fundamental key is managed, strengthen the fighting capacity of the group, need it more " stimulate and guide " , and then promote the execution strength of business administration greatly.
The project leader's duty is to guarantee all work has already been finished within the range of budget high-quality on time, thus satisfy customer, its basic duty is to lead planning, organizing and controlling the work of the project, in order to realize the goal of project; Leader's oppression of the project coordinates the activity of each group member, enable them as a harmonious whole, finish its one's own work in right time.
5.2.1.1The Right of the Project Leader
(l)Authorize the principle
First, authorize according to the request of project goal. Project it is high for goal to require, project heavy, award power of project manager should loud too.
Second, authorize according to the risk intensity of project. In the relatively risky project, the project manager should have abundant authorities, only in this way, could make accurate decision in the constantly changeable environment resolutely. On the contrary, the risk intensity of the project is relatively low, should be reduced to award the project manager's power appropriately too.
Third, authorize according to the properties of the project contract. The difficulty of each project, quality requirement are different, then give the project manager a right according to the engagement of the contract. The project is expected much, the technical requirement is relatively complicated, give project manager more rights. Especially there is restraint of cost in the project contract, the project manager will use the fund flexibly for enough rights, make the implementation of the project not go beyond the cost budget.
Fourth, authorize according to the properties of the project. According to complexity of the project and all kinds of intensity, large-scale and complicated project, should award a greater authority to a project manager; On the contrary, the project is comparatively simple, comparatively small-scale, the goal or target system of the project is easier to realize, do not need to award a too big authority to a project manager.
Fifth, authorize according to the project manager's ability experience. Different project managers, its leadership style and experience of management are obviously different. As to the project managers with stronger with rather abundant experience managerial ability of those organization, should be awarded its enough authorities in order to give full play to its creativity; On the contrary, as to generally, project manager not very abundant of experience of management of those levels of leadership, should keep some power appropriately, in case that its decision is too careless or can't hold, make wrong decision and lead to the fact the project fails.
(2)Leader's right
Project lead, undertake, guarantee project successful great responsibility, must give him certain right, enable him to exercise this right within the specific limits, guarantee the project is implemented smoothly. Especially manage enterprises to fictitious enterprises or partner type, from each member's enterprise because of fictitious group members, in order to finish the project smoothly, it is particularly important to lead enough rights for the project. So want for a leader's right of the project: The project group sets up right. Leader wants to set up one and make decision, carry out the mechanism of decision project, responsible for the work at every stages of project. The project group that sets up a high-efficient coordination guarantees the key factor of project success. This includes: Professional and technical personnel chooses, training and transferring people, the administrative staff's outfit; Support crews' outfit; Examination, encouragement, punishing and even dismissing of group's team members, etc. Financial policy-making power concrete including right of distribution, expense control power, and fund circulate and allocate the right. The project leader has distribution of interests of deciding project group members, the way, allocate decision, etc. including calculating payment. Project administrator have, have expenditure and wipe out right in range that financial rule allow, for instance contingency, etc. In a situation that the fund has not been put in place, certainly will influence the project progress, so must circulate and allocate the right of the fund to the project leader. Control power of project implementation. Because of the disposition such as the outfit of manpower, financial resources of resources, in the actual implementation of the project, may disagree with the plan, the external environment condition of project implementation will change certainly sometimes, this makes progress of project implementation unable to require the project leader according to the total goal at this moment with expecting to move ahead simultaneously, stand up progress and phased goal, resource and equilibrium of external environment condition of project, make corresponding decision, in order to carry on effective control to the whole project.
(3)The project leads quality to require
The project faces various conflicts all the time in the course of implementing, the persons who face are various problems, this has brought enormous challenge to project leader. Make to Moll and think the spirit that the leader should possess cooperation, innovation, dare to take risks, dare to be responsible for, devote, bear hardships and stand hard work, etc. This text thinks the project leader must possess quality: Character quality is required. Character quality is the embodiment in the concrete action of characteristic in respects such as the project leader's thought, morality, etc. Character quality includes personality quality and ethical quality. A successful project leader must have a good personality; the personality is determining his behavior to a certain extent, even controlling his decision. The project leader needs to be good at communicating with people, should get along with people broad-mindedly, easily, it is calm that there should be firm and indomitable wills, handling problem, wait a moment blindly. The project leader must bear ethical responsibility to the security, civilization, progress and economic development of the society. So the project leader must guarantee project group members observe disciplines and obey laws, resist the action of and stop to corrupt etc. illegal lying firmly, deal in, if the morals that the project leads are problematic in fictitious enterprise or partner type, influence questions such as the prestige of the company, etc. directly, the consequence is very serious.
Knowledge quality is required. The project leader must want all specialized managerial knowledge, deep professional technique knowledge, wide range of knowledge. The project leader's main function is to manage. The development of modern management science and administrative skill has put forward higher requirement to the project leader's administrative skill and method. A project leader qualified not merely wants to grasp the management theory of the project, decision theory, etc. grasp and organize essential control technology such as the theory, behavior science, management psychology. Though the project leader needn't become a technologist, if the project administrator does not understand technology is then unable decision, it is more difficult to distinguish the quality of the project plan, technological scheme, thus not have one's own opinion and right to speak in the great technological decision question. Administrator's necessary quality of another project is the wide range of knowledge; this is an inevitable requirement of administrator's working properties of a project.
Ability quality is required. The project administrator must have superb leading abilities, in order to lead and finish the task subordinately. The effective project management needs the style of leadership of the participating in and advisor taking type, offer leading and coach's function for group. Here frequently, the project administrator must train project personnel, through training, enable each member even more comparing with the time of beginning in project at the end of project. This requires project leader to have strong training ability. In project, need being fixed and communicating in time with project group, customer, and company top management team, it should be prompt, true and clear to communicate, so as to ensure the harmony of the project. Project administrator need good communication ability still, make kind understanding member under special circumstances, administrator of project, find out about members' interest hobby, try hard to avoid that it is repugnant to cause. What deserves to be mentioned is the project administrator must have good power to dispose of pressure, solve the problem ability, power to dispose of conflict. The projects are generally all confined to certain time, the pressure may be very large, and add when the conflict happens suddenly and take place in some projects, the project administrator must withstand the pressure and solve the problem.
Comprehensive can find out to have, the project manager is core and pillar of the group, he, to influencing faith, style, value orientation and team spirit of group members, etc. directly, so before project implementation, choose correctly, the person suitable became a project a administrator is quite important, even reach the success or failure of influencing the project sometimes.
Team construction is composed of 4 stages, namely formation, shock, right path, performance. In the formative stage, team members have the positive desire as a whole and start to work eagerly, but simultaneously also have some suspicious, anxious and hesitating mood.; entering the shocking stage with more explicit project goal, conflict comes gradually and atmosphere tenses up, having frustrate, complaint and antagonism mood; going into regular developing stage after shocking stage test, contradiction—solution, members begin to trust each other With the team feeling; final performance stage, the team members work actively with very high efficiency and obtain satisfaction in the team.
Figure 5-4 Level of team development in each stage
Figure 5-4 represents different level work achievement and team spirit of 4 stages. We can see from the figure that team member achievement is disparate at different stages. So reduce each factor influence as far as possible through team construction.
5.2.2.1 Project team construction
First, team authorization
Team authorization was introduced into enterprises in 1980; Donald Gerwin thought that team authorization was granting team certain right scope of policy-making to complete the assignment smoothly, when decision-making power large authorization was also strengthening. Team authorization is essentially the process of policy-making right and responsibility release between organization and team, team leader and member individual. As the team and member individual ability strengthens, its decision-making power and responsibility will also expand correspondingly. But all must be guaranteed on condition such as authorization culture becoming part of enterprise culture, unimpeded information and knowledge sharing between organization and team, and essential skill training for member individual.
Second, training system establishment
For team member, training is aimed at improving the team member skill and consciousness, promoting the member to grow. All members may become the training trainee. Training is mainly team value team, business skill training and team skill training. Unify the entire team thought through team value instilled; business skill training is to improve professional skill for a better service in team; the difference between team members is the source of team conflict, carry on team skill training including interpersonal relationship skill training, team conference skill training, team achievement appraisal and so on by taking full use of difference between team members. Because of deficient knowledge and consciousness, organize project management training regularly for sharpening the staff ability also instilling the project management knowledge to the staff and advancing the enterprise project process. It must carry on check during training in order to supervise team member study, correctitude study manner, and consummate whole training system. Otherwise all are only flown on the surface, cannot achieve the true goal.
Third, team culture construction impels enterprise culture construction
The project team is the official community composed of a number of individuals with a common goal and mutual cooperation, which have the common goal, reasonable labor division, corresponding right, duty and responsibility. Team culture construction includes team cohesion, speed culture, quality culture, and authorized culture. ①team cohesion is mutual attraction between team and its members involving “centripetal force” and “internal unity”. When , this attraction arrives at certain intensity and the team members have certain value, the team achieves high cohesion. The key of team cohesion enhancement is to encourage advantageous behavior for the team and suppress disadvantageous behavior. Encourage all members to express their own ideas freely, display own innovation and adventure spirit fully, dare to solve the difficult problem. Team should take the measure to support team need behavior. ②speed culture. As project is carries on certain time, the speed is one key aspect. Team project expeditious completion is in favor of customer satisfaction enhancement, also manifests team spirit and customer service objective. The team understanding speed importance fully plus PJS (project management tool) and other advanced project control technology, should raise the team members time sense of urgency, display team work style and spiritual quality. The project superintendent needs to instill the team consciousness into team members and take some corresponding measures for fast project process. ③quality culture. According to the eternal triangle law, time (T), cost (C), quality (Q), project scale (S), can only decide three from the four, other decided by thing itself. As project scale, time, cost known, we must attach importance to the quality construction and cultivate quality culture. Project superintendent must understand project goal accurately, be clear about project scope, and formulate the quality standard and criterion, then take related measure for passing the quality idea to project members, implement the quality control comprehensively, and become one quality team. ④ Authorized culture. Establishing authorized organizational culture, the key is still to be correct, comprehensive understanding and awareness of the nature of authority and the changes brought to the organization. Many corporate senior management do not realize that the authorization is actually advocating the separation of powers, against the centralization of power, so to establish a culture of authority is necessary. Establish authorized culture firstly should renew management concept, learn to boldly decentralization, willing to decentralization. The team members can deal with their own autonomy at the time the error occurred, rather than the power recycling, or the result is the licensing program was not implemented; Secondly, we should really be authorized by the team, the organization should have a certain degree of fault tolerance and the corresponding guidance system, this will ensure the smooth progress of the licensing program, rather than die on the way; Our leaders change the mode of thinking formulary past, search for the decentralization to consider organizing vision for future development planning, organizational strategy formulation, organizational system improvement and innovation, strategic planning of team development for future, to promote enterprise and team development; Thirdly, the ideological indoctrination authorization to allow staff to take on the challenges and the power to take on more responsibility; The fourth is to achieve as far as possible in the sharing of knowledge and information within the organizational range, to enhance the team members’ working enthusiasm and efficiency, while improving staff capacity.
5.3.1 Schedule control process
The progress control of project is a combination of a dynamic change process, its central idea is the managers need to monitor for project. In the ever-changing of the progress, to take certain measures to be adjusted is an iterative process. Based on the above ideas, we receive schedule control process, shown in Figure 5-5.
Fig 5-5 Schedule control process
Step analysis:
The first step, first of all to develop the initial plan to run the project and then implementation of the plan, put the appropriate resources.
The second step, monitoring the project in the process of implementation, and analyze the implementation of the project.
The third step, if the operation and planning of the project basically consistent, then continue to invest resources remain as scheduled; If the project's operation and plans are biased, then first of all analyze the causes and find out why.
The fourth step, find out the reasons of deviation to take remedial measures, measures are divided into management measures, economic measures, technical measures, human measures. Management measures are referred to make decisions to guide the project's next step. Human measures refers to the process in the project, if there is a team member transfer among, we should take some action; Economic measures refers to adopt economic measures to remedy; Technical measures is the adoption of technical measures to remedy.
The fifth step, re-customization of plan, back to the first step, subsequent steps such cycles.
(1) The establishment of an information-based hardware environment
Firstly, to promote the building of network infrastructure, computer network infrastructure is the premise to promote the enterprise information construction. Network infrastructure construction mainly includes all kinds of information transmission network construction, information transmission equipment development, information technology development and other facilities. Based on making full use of existing resources, enterprises need to increase capital investment, to construct a broadband, high-speed, large capacity, high-level switching network, gradually eliminating the inter-regional barriers to inter-network partitioning, resource monopoly and institutional obstacles. Secondly, set up an enterprise database. Enterprise databases includes human resources database, asset databases, text database. Talent database shows talent reserve status, helps enterprises to build talent and reserve all kinds of human resources, provides reliable protection of personnel and intellectual support for enterprise development and technological advancement. Asset database is the core of asset management system, it plays an "information center" role in function. It records the details of the system components configuration information, relationships, history, change, and personnel real-time information and contracts finance and process information so closely bonded with the business. Asset database also need to provide support for data analysis, and if necessary, to integrate with other applications. Text database provide enterprises with historical resources.
(2) The establishment of Project-oriented software environment
At present, many enterprises have already enabled the software to carry out project management. Such as project management software Project designed by Microsoft, it is suitable for all project managers and project members to use. It can help business managers dynamically manage schedules and resources, to communicate project status, and analyze project information. Through a more intuitive tool that allows business managers and project team immediate access to the latest information, to achieve project objectives within budget. Project software can solve the following problems: ① Optimize the project plan. Project software can draw a clear structured network diagrams, Gantt charts and a variety of data tables, to facilitate the schedule of the project plan for comprehensive management. ②To achieve dynamic tracking the project. Project software can conduct a timely completion of the project summary and updates everyday, thereby maintaining accurate and timely information. If the combination of the use of Project server, all the progress of the enterprise project will become very clearly, the stakeholders of interests can get the relevant project information directly through the browser software. ③ Human resources rationally arrange. Through the Project software allocate the project plan and project task, will form a large database of all human resources. In the human resource, we will be able to be found for every one person directly to all the ongoing projects and tasks，and can statistic workload of each resource whether over-allocation，the daily workload of each resource plan for how many hours and so on，this provide a scientific basis for a reasonable allocation of resources. ④ For the multi-disciplinary project communication management. In the manner of project management，a project will be completed by a team together. It breaks through the original functional limitations of the organizational structure of the sector, allows for better communication and management of the project. when the programming is getting better, the workload of different sectors resources and task completion time have been identified，any task information of distribution will be in a timely and notified to relevant personnel. In addition, each project has a single document library and the question bank used to exchange information of the project，the project team members can access these resources through the browser，this can be more effective coordination of multi-disciplinary projects. As can be seen, the use of project management software can dynamically resolve resources of the project progress and time allocation problems.
(3) Strengthen planning and coordination
In the enterprise project management, the relationship of the planning, coordination, progress is mutually reinforcing, To put it simply plan is to mandate that come with the schedule and budget, It is the basis of all management activities analyze, control and predictable; Reflects during project execution each management activity and the mutual relationship between inside and outside. Good management concept is the premise of communication, taking all aspects of information, experience, recommendations and discussions were held with the relevant problems and possible outcome of the process. Progress is the result of planning and coordination. Planning, coordination and progress create a good prerequisite for the progress of the detection and dynamic, and full of schedule management.
From the dynamic resource perspective, enterprise resource management includes reserving resources, use of resources and idle resources. Reserving resources is includes two aspects, ① When a project is not completed, resources are assigned to the next project, once the project is completed now entered into the next project. ②After receive the items, according to the predefined resources to determine what implementation modalities to implement. Use of resources is the using of resources project. Idle resources means that the unused resources of the enterprise. Efficiently use these three kinds of resources together, to enhance enterprise resource optimization capabilities.
5.3.3.1Select the project implementation modalities to optimize enterprise resources
There are three ways for project implementation within the enterprise: ①Self-made project .Self-made project refers to the enterprise is the project initiator, enterprises that rely on organization's own management, business and technical resources for implementation of the project, Including project design, implementation and management. ② Outsourcing project. Outsourcing project refers to the enterprise make project design, implementation and management, the implementation of such major companies contracted out to a professional institution or organization, the enterprise or professional bodies responsible for project implementation and management, until the project delivery. ③ Cooperation project. Co-operation project is in view of the cost of an enterprise or its ability, to form partnerships with other businesses, joint venture and human together with responsible for project implementation and management.
5.3.3.2 Three kinds of economic analysis for project implementation
Dietrich put forward in market transactions, correlation exists between the investment of management resources and market benefits generated by transactions. A project enters the market may have transaction costs, organization costs, transaction efficiency, management creates efficiency (also means organizational effectiveness). Transaction costs and organizational costs are the key to affect the project implementation. Here transaction costs is the result of the project costs incurred by the introduction of market, for example, the investigation and information search costs, negotiation and decision-making costs and the costs of developing and implementing policies. Organization costs due to the introduction of enterprise project that occurred within the management costs. Transaction efficiency refers to the profits after removing transaction costs, the costs of a project to remove the organization's revenue is called "management output efficiency".
From the costs of management outputs and benefits curves 5-6, transaction costs, organization costs, and management outputs have a "marginal cost of increasing" phenomenon, transaction costs Cm increases with transaction management output. At the same time the increasing rate of transaction costs get up with the transaction management output, organizational cost Cf is also the same as. For the transaction efficiency, management creates efficiency and management of the relationship with the management of output increase in output.
Fig 5-6 Relationship between costs and production of management
Cm: transaction costs, Cf: organizational costs, Bm: trading efficiency, Bf: organizational effectiveness
T实施自制还是外包由项目内部化带来的效益提高是否大于所导致的成本增加来决定，The benefits of internalization is greater than the increased cost or not determines whether the project is done by themselves即 :, the decision equation is shown as follow:(Bf 一 Bm) 一 ( Cf 一 Cm) 公式 5 一 1 (Bf - Bm) -(Cf - Cm) (5-1)
当 (Bf 一 Bm) 一 (Cf 一 Cm)>0 ，则内部活动带来的效益的提高大于所导致的成本增加， While (Bf - Bm) -(Cf - Cm) > 0, then the increased profile from internal activities is greater than the increased costs, this is project internalization.
当 (Bf 一 Bm) 一 (Cf 一 Cm)<0 ，则内部活动带来的效益的提高小于所导致的成本增加，While (Bf - Bm) -(Cf - Cm) <0, then the increased profile from internal activities is less than the increased costs, that is outsourcing.
当凡与 q 产生交点时，说明外包获得的管理效益要高于自制，且外包的的成本要高 When Bf intersects with Cf, it indicates that the management benefits of outsourced is greater than self-restraint, and the cost of outsourcing is higher, then the enterprise should consider to maximize benefits by cooperating and get a win-win situation.
同样，当踌与 Cm 产生交点时，说明自制获得的管理效益要高于自制，且自制的成本 Similarly, when Cf intersects with the Cm, it indicates that the management efficiency of self-restraint is more than outsourced, and the cost of self-restraint is要高于外包，此时企业也要考虑进行合作使得企业效益得到最大化，且双赢。 higher than outsourcing, the companies should also consider cooperation to maximize efficiencies, and get a win-win situation.
从以上可以看出，通过对项目实施方式的判断，并作出决策可以达到节约企业资源， As shown above, the enterprise resource can be saved through the implementation of the project to determine methods and decision-making, 且企业资源的优化利用。 then the corporate resources can be used optimal.
5.3.3.3 Import Resource Scheduling Group
从第五章第一节部分，组织结构设计可以看到，导入一个资源调度组，隶属于项目管 In the opening section of chapter V, we know the resource scheduling group is attached to the project management o ffice.由资源调度组利用项目管理软件 Project 加上项目管理专业化 We can achieve optimal resources scheduling by using a project management software and specialization k知识达到资源优化调度。knowledge of project management.
(l) 资源优化流程 (l) Resource Optimization Process
根据以上思想设计企业资源调度的流程，如下图 5 一 7:We design enterprise resource scheduling process based on the above ideas, shown as Figure 5 -7:
Fig 5-7 Resource scheduling process
分析步骤 : Analysis steps:
第一步，根据企业战略，决定项目实施方式。 The first step, decide the project implementation modalities according to corporate strategy.
第二步，由资源调度组进行资源配置计划，然后根据计划分配在 Project 中给制定的项目分配资源，包括闲置和非闲置资源，对非闲置资源进行资源预定。 The second step, the allocation group makes the resource scheduling scheme, and then distributed the resource to projects according the scheme including idle and non-idle resources.
第三步，分配资源。 The third step is the resources allocation.把计划好的资源分配到具体项目中。 Allocate the planned resources to specific projects.
第四步，项目分配到资源后进行实施。The fourth step, implement the project after allocation of resources.
第五步，控制及反馈。 The fifth step is controlling and feedback.由于项目的临时性、动态性决定了项目情况一直发生变化，再加上可能一直有新项目的加入，需要进行项目实施后控制，需要的时候重新配置资源，以实现企业利益的最大化，实现客户满意度的最大化。 As the project's is temporary and dynamic, the project has always been changed, with the new projects likely to have been joined, it is needed to control the project after the implementation, re-allocates the resources when it is necessary to achieve the maximization of the enterprises profile and customer satisfaction.
(2) 资源优化调度具体方案 (2) Specific programs for resource optimization scheduling
第一，项目经理和员工共同制定工作计划。 First, develop the work plans by the project managers and staff.
当员工在项目中时，由项目经理给项目中员工分配任务，然后由 Projeet 制定项目进度计划，具体指标包含开始时间、结束时间，完成任务所需工时等，同时标明是企业项目计划，完成后上传到 Projeetserver 上，员工可以查看并执行 ; 当员工不在项目中时，自己制定任务计划，同样也要标明任务开始时间、结束时间，完成任务所需工时，并标明是个人计划，上传到 ProjeetServer 上，让企业管理者看到员工最近动向。when the employee is in the project, the project manager assigns tasks to the staff in the project, and then the project schedule is developed including the start time, end time, working hours needed to complete tasks and so on, and indicated as the enterprise project plan, it should be uploaded to project server after it is completed so that the employees can view and implement their task easily. when the employee is not in the project, they make a plan by themselves, the plan should also include the start time, end time, working hours needed to complete tasks, it is an individual plan and should be uploaded to the project server so that the managers could know the recent moves of employees.
第二，资源调度组进行资源控制和调整。 Second, the resource is controlled and adjusted by resource scheduling group.
首先由资源调度组分配资源，包括人力和物力或者设备 ; 当资源调度组接到资源新需求时，资源调度组成员可以从 Project 看到所有员工，物力资源和设备资源的状态。 First, the resource including both human and material resources and equipment is allocated by the resource scheduler group, when the resource scheduling unit received a new resource demand, team members of resource scheduling group can see the state of all the staff, material resources and equipment resources from the project server.
调度员工。确定员工的指标，即什么状态下的员工可以调度。 To ascertain the target, that is what employees can be scheduled.可以根据确定的指标，用层次分析法 (AHP) 对员工进行排序，得到可以最先调出的员工，指标如表 5 一 2 。 We can transfer out of the employees who can be scheduled first by Analytical Hierarchy Process (AHP) according to the indicators in Table 5 -2.
Table 5 -2 statue indicators of staff
|
Staff |
Number |
project |
Load |
End time |
|
Name 1 |
1 |
project 1 |
x |
|
|
Name 2 |
2 |
project 2 |
y |
|
|
… |
… |
… |
… |
|
|
Name n |
N |
project n |
z |
|
In the table,工号用来标识员工的工资水平，在调度的时候考虑到调度成本问题，如果是同一件事情可以由两个人来做，那么选择工资较低者。 job number is used to identify the wage levels of employees, we will consider the cost when we schedule some staff, if there is a thing can be done by two people, then we will choose the lower wage. 所在项目组还要看员工是否空闲，这个指标的权重赋值应该是所在项目越重要赋值越低，如果不在项目上那么权重值最大。The project team will choose staff depend on whether the staff is idle, the more important the project is, the lower the weight of this indicator is, if some staff do not work in the project, the value of the indicator is the largest.工作负载是用来决定是否可以调度员工，特别是人手紧缺要进行特别调动的时候，如果位于项目中，但是工作负载又不是很大的时候，那么可以进行调度。 The work load is used to decide whether to dispatch staff, especially the staff is shortage but needed to be conducted a special mobilization, if staff are in the project, but the work load are not very great, then they can be scheduled. 权重赋值情况跟所在项目组相同。所在项目离结束工期是用来查看是否有所在的项目马上就要结束，如果是可以考虑提前调The end time of the project is designed to know if the project will be end soon, if it is, the staff can be scheduled forward.
O闲置资源的外包。Outsourcing idle resources. N企业中所有员工不可能都进行满负荷运行，设备和人员会出现周Not all employees can be carried out operate at full capacity, the equipment and staff will be idle in a cycle.性闲置现象，可以对一些闲置资源进行外包，这样不仅可以降低成本、赢得利润，而且在人员外包过程中可以向客户学习。 We can outsource a number of these idle resources, it not only can reduce the costs and gain some profit, but also the staff can learn from the customer in the process of outsourcing.
以上可以看出，资源调度组结合 Projeet 可以很好地对企业资源进行调度，在一定程度上可以达到企业资源优化。 From all of above, the resource scheduling group can schedule enterprise resource combination with Project, enterprise resource can be optimized at a certain extent.
于个实对在是项目成本管理是为了确保项目在批准的预算范围内完成项目而进行的各种努力。The project cost management is various efforts to ensure that projects are completed within the approved budget.项目来说，最重要的两个问题是完成项目要多少时间，需要多大成本。 The two most important problem of the project are how much time to complete the project and how much it costs.
项目的成本管理是一个动态的过程，投标和合同的成本计算都要以预算为基准，施的过程中成本可能与预算不符，那么就要找出原因进行调整，然后更新实施计划，循环往复的过程。Project cost management is a dynamic process, the cost of bidding and contract should be counted based on budgets, in the process of implementation, the costs may be inconsistent with the budget, so we should find out the reasons and make some adjustments, then update the implementation plan.根据以上思路等到成本控制流程，如图 5 一 8 所示 : Based on the above ideas the cost control process is shown in Figure 5 -8:
Fig 5-8 Cost control
分解步骤 : Decomposition steps:
第一步，项目成本预算。 The first step, the project cost budget. 成本估算是对项目的建设规模、技术方案、设备方案、工程方案和项目实施进度等进行研究的基础上，估算项目的总投资。 Cost budget is estimate of total investment of the project based on the research on project construction scale, technical solutions, equipment programs, engineering programs and project implementation progress. T项目成本预算是为完成项The project cost budget is approximate estimate for resource costs to complete 目各项任务所需要的资源成本的近似估算。all the tasks. 美国项目管理学会 (PMI) 认为，有三种成本估算方法 : ①类比估算，是一种自上而下的估算形式，通常在项目的初期或信息不足时进行 ; ②参数估算，是一种建模统计技术，如回归分析和学习曲线 ; ③自下而上估算，通过对项目工作包进行详细的成本估算，然后通过工作分解结构 (W BS) 将结果累加起来得出项目总成本，这种方法最为准确。 The U.S. Project Management Institute (PMI) think that there are three cost estimation methods: ① Analogy estimates, it is a estimates with the form of top-down, it is used in the early stages of the project or when information is inadequate usually. ②Parameter estimation, it is a kind of modeling with statistical techniques, such as regression analysis and the learning curve; ③ bottom-up estimates, it is a detail cost estimate to the project work packages, and the work breakdown structure (WBS) adds up the results to obtain the total project cost,it is the most accurate.
第二步，实施管理。 The second step is management implementation. 实施管理主要是进行项目的现金流分析。 Implementation of management analyzes the project's cash flow mainly.通过项目的财务现金流分析，可以计算项目的财务内部收益率、财务净现值、投资回收期等指标，从而对项目的决策做出判断。 Through the project's financial cash flow analysis, we can calculate the project's financial internal rate of return, financial net present value, payback period and other indicators in order to make the project's decision.
第三步，项目实施过程中的成本分析。 The third step is cost analysis in implementation of the project. 动态地对比成本预算，看成本是否超出计划的预算 ; 如果不超出，那么就正常运行项目，如果超出，进行适当的调整。 Contrasting the cost estimates dynamic is to identify that whether the costs exceed the planned budget, if it does not exceed, then the project operate normally, if it exceeds the budget, it need an appropriate adjustments.
第四步 : 重新预算。 Step four: re-budgeting. 当成本进行调整后，要重新作出预算，回到第一步。After the costs is adjusted, it is needed to re-make a budget, then back to the first step.
质量成本主要包括预防成本、鉴定成本、内部缺陷成本、外部缺陷成本。 Cost of quality includes prevention costs, appraisal costs, internal failure cost, external failure cost. 适当的增加预防成本可以减少鉴定成本、内部缺陷成本和外部缺陷成本。 An appropriate increase in the cost of prevention can reduce the cost of appraisal, internal failure cost and external failure cost. 从而我们要进行全面质量管理。 Thus we have to conduct a comprehensive quality management. 与传统质量管理不同的是，全面质量管理强调质量管理的范围应是全过程的质量控制，企业的每一名员工都要承担质量责任。 The different with the traditional quality management is that total quality management emphasizes the quality control in the whole process in the scope of quality management, each employee in the companies should take the responsibility of quality. 全面质量管理的宗旨是以最少的质量成本获得最优的产品质量。 The purpose of total quality management is the least cost with the best product quality.因为对错误的纠正成本是递减的，所以总成本会保持下降的趋势，直至最后的差错被消除。 Because of the error correction costs are decreasing, the total cost will be a downward trend, until the error was eliminated finally.故全面质量管理的改进总是能降低成本，对于质量成本较高的企业来说，全面质量管理会是一个重要的成本动因，能给企业带来降低成本的重大机会。 Therefore, total quality management improvement can always reduce costs, for the enterprise with high cost of quality, total quality management will be an important cost driver, it can provide a major opportunity to reduce costs.这项成本动因要求企业大力推行全面质量管理，树立强烈的质量意识，从企业的整个范围，设计、生产过程的各阶段着手来提高产品质量，降低产品成本，真正做到优质高效。 The cost drivers ask enterprises to implement total quality management, and foster a strong sense of quality, design and proceed with all stages of the production process to improve product quality, reduce product cost from the entire range of enterprise, then get the target of truly high quality and efficiency.
第一，加强进度控制的力度 First, enhance the strength of schedule controlling
由于项目的动态性，成本也承动态变化。 As projects are dynamics, the costs are dynamics too.假设进度控制不力，导致项目的延期甚至项目失败，那么后果可想而知。 Suppose the progress is out of control, it will result delays or even fails in project, then the consequences can be imagined.加强项目进度控制力度也是节约成本的一种方式。 To strengthen efforts is also a cost-effective way to control the project schedule.
第二，抓队伍建设，提高管理人员素质 Two, focus on team building and raising the quality of management personnel
管理人员要有扎实的工作作风，以身作则，带动团队成员的时间意识、成本意识。 Managers must set a good example to drive awareness of the time team members, cost-conscious.项目经理要抓检查、抓考核，这样就能提高管理人员的工作责任心。 The project manager should pay attention to inspection, grasping assessment.同时，在知识经济下，管理人员要有过硬的管理水平、丰富的管理经验和扎实得理论基础。 Meanwhile, the management staff should own excellent management level, a wealth of management experience and theoretical foundation. 现在的项目已经不仅仅是靠技术就够了，还要有丰富的管理经验，广博的知识面，才能对项目的指控柔韧有余，不仅有利于员工个人职业的发展，对企业的持续发展也是非常有利。 The current project manager is more than enough technology, but also rich management experience, extensive knowledge, he or she can manage the project, it will not only help staff develop but also very is advantageous for the sustainable development of enterprises.
第四，建立资源管理计划 ERP(EnierpriseResourcePI~ing) 系统Third, establishment of resource management plans for Enterprise Resource Planning (ERP) System
ERP 系统是今年来比较流行且备受争议的的资源规划系统。 ERP system is resource planning system that is popular and controversial in recent year. 但是作为一个全面的企业资源管理系统 ERP ，确实能够实现对企业经营成本的计划与控制，从而有助于对企业资源的优化配置，提高资源的转换效率。 But as a comprehensive enterprise resource management system, ERP can achieve the right business plan and control the costs indeed, it is contributing to optimize the allocation of corporate resources and improve resource efficiency. 只不过 E 即实施要求较高，如果管理跟不上那么 ERP 也只是无木之本。ERP would be implemented with a higher require, it is useless if the poor management cannot match with the ERP.只有规范化的企业才能在市场竞争中存活，所以 ERP 系统对于一个企业控制成本还是很必要的。 So ERP system is still very necessary for a company need to control costs.
