模板project template po項目管理工作手冊lily

作ContactContact修日期文檔版本doc修訂描述revise文檔作者docTonyTan日期reviewReviewReview人TonyTanTABLEOF說明 項目背景Project 項目目標(biāo)Project 本文件目的TheObjectivesofThis項目組織與人員安排ProjectOrganization& 項目組織架構(gòu)Project 項目職責(zé)分工ProjectRoles& 項目職責(zé)分工ProjectRoles& 項目人員安排Project 項目工作方式ProjectWorking 集中辦公CentralizedWorking 聯(lián)合辦公UnifiedProject 作息時間Working 規(guī)定Office 項目計劃管理ProjectPlan 項目計劃的構(gòu)成TheProjectPlan 項目總體計劃ProjectMaster 項目階段計劃ProjectPhase 業(yè)務(wù)小組工作周報和雙周計劃ModuleTeamWeeklyStatusReport&Bi-weekly 計劃管理流程ProjectPlanManagement 項目會議管理TheProjectMeeting 會議類型Meeting 項目執(zhí)行管理會議SteeringCommittee 項目管理周例會ProjectWeeklyStatus 業(yè)務(wù)小組周例會ModuleWeeklyStatus 聯(lián)友管理周例會Lanyou-RenaissanceWeekly BPO（業(yè)務(wù)流程）雙周會議BPOBi-weekly 項目特別會議Task 項目問題管理ProjectIssue 問題的定義Issue 問題管理流程IssueManagement 項目風(fēng)險的定義和管理機制概述DefinitionofRisksandRiskManagement 項目風(fēng)險的降低舉措MitigationPlanfor 項目ProjectQuality 項目概述ProjectQualityManagementBrief 8.1.1的組織機構(gòu)QualityManagement 8.1.2的主要機制TheMainMechanismofQuality 按時完成項目并超出客戶預(yù)期滿意度（CSS）OnTime&BeyondClient 項目交付件確認(rèn)和驗收Projectdeliverableconfirmationand 交付件確認(rèn)流程DeliverableConfirmation 交付件驗收流程TheProjectDeliverable 項目文檔管理 ation 文檔分類ation 文檔命名規(guī)則Naming Submission,Archiving, 文 項目范圍及需求管理SCOPEANDCHANGEREQUESTS 基本項目范圍Scope 需求的追溯性Requirements 變更管理Change 說明Project2009年，根據(jù)公司事業(yè)計劃，作為DFL1計劃的一個重要項目，ZNA在鄭州（國家）經(jīng)濟技術(shù)開發(fā)區(qū)建設(shè)新工廠，一期(年產(chǎn)能力為6.8萬臺)，計劃在201010月上線，同時生產(chǎn)NML和東風(fēng)品牌的新車型。新工廠建成后，公司將初步形成“一個研發(fā)中心、兩個制造單元、兩套體系、多個獨根據(jù)新工廠建設(shè)需求，結(jié)合IS建設(shè)規(guī)劃，分別導(dǎo)入了研發(fā)系統(tǒng)、物流系統(tǒng)、生產(chǎn)管理系統(tǒng)、系統(tǒng)及財務(wù)系統(tǒng)等應(yīng)用系統(tǒng)。為解決傳統(tǒng)的點對點應(yīng)用整合方式所造成企業(yè)IT架構(gòu)蛛網(wǎng)化，高額的成本等難題，有必要導(dǎo)入統(tǒng)一的數(shù)據(jù)總線傳輸總線平臺，幫助簡化IT架構(gòu)，減少應(yīng)用整合接口的數(shù)量和復(fù)雜程度，降低運作成本，提升業(yè)務(wù)靈活性和市Project建立以預(yù)算統(tǒng)一管控、統(tǒng)一調(diào)配為前提，分業(yè)務(wù)單元單獨核算和分析數(shù)據(jù)的財務(wù)體滿足ZNA事業(yè)發(fā)展的需要，總部、、體系TheObjectivesofThisdescribestheworkmechanismandpoliciesofprojectorganization,workstyle,planmanagement,meetingreport,issuemanagement,riskmanagement,qualitymanagement,managementandproductconfirmetc,itistheguidanceforprojectmanagement.項目組織與人員安排ProjectOrganization&ProjectThestructureofprojectteamformedbyLanyou-RenaissanceandZNAisasProjectRoles&Mainrolesandresponsibilityprojectorganizationas角色時間要Time資質(zhì)要QualitySAP指導(dǎo)project12小時/保證每個模塊都能夠滿足鄭州日產(chǎn)真正的業(yè)務(wù)需求EnsurethattheirrespectivemodulesaddressZNA’srealbusinessneedsMobilzetheirstafftoparticipateintheprojectactivitiesasCommunicationofprojectissues&requirementstotheirstaff激勵管理組FullFullfamiliarwithfamiliarwithcompanysubbranch屬于企業(yè)內(nèi)部的決策層internaldecision-保持與實施商管理層積極聯(lián)系keepintouch系統(tǒng)實施的支持者supporterforsystem作出決定decidein較強 能力strongleadership有效的談判技巧effectivenegotiation曾經(jīng)有參與企業(yè)解決難題的經(jīng)歷experienceinissue較好的溝通技巧，包括能聽取別人的意見bettercommunicationskillincludehearingothers’advice有項目規(guī)劃的絕authorityinprojectfamiliarwithenterprise宣傳組成員Communicationteam熟悉企業(yè)宣傳familiarwithenterprisecommunicationchannels有較強的文字能力 ationseriousactiveworkProject20屬于公司內(nèi)部的決策層belongtocompanydecision了解公司的目標(biāo)knowcompany系統(tǒng)實施的支持者supporterforsystem保持與實施商管理層積極聯(lián)系keepintouchwithimplementationmanagementlevel在短時間內(nèi)能作出決定decideinshort較強的能力和有效的談判技巧leadershipabilityandeffectivenegotiationskills曾經(jīng)有參與企業(yè)解決難題的經(jīng)歷experienceinenterpriseissuesolution較好的溝通技巧，包括能聽從別人的意見strongcommunicateskillsincludingacceptingothersadvice角色時間要Time資質(zhì)要QualityProjectfull對公司的經(jīng)營流程有基本了解knowcompanybusinesscanworkeffectivelywitheachmanagementlevelandprojectteammember對要實施的工作有總體概念overviewinprojectcaneffectivearrangetime,andhavemulti-taskabilitystrongdemoandcommunication較強的談判技巧strongnegotiation在短時間內(nèi)能作出決定decideinshort有應(yīng)用軟件使用能力operateapplicationsoftwareBusinessteamfullrichexperienceinbusinessprocessofcompany,andreasonabletaskdevision作出決定decideinworkwithdifferentworkteamandinstructandinspireworkteammember能參與管理，也能參與項目具體實施工作participateinmanagementandprojectimplementationwork對項目有整體的認(rèn)識fullyunderstandtheprojectcaneffectivelycontroltime,andhavethemultitaskability業(yè)務(wù)小組成員businessteammemberfullfamiliartherelativebusiness,madebycompanykeybusinessuser有計算機系統(tǒng)使用的經(jīng)驗haveexperienceincomputerstrongsystemapplication作出決定decidein較強的集體合作能力，并具有較強的表達(dá)能力strongteamworkabilityandcommunicationabilitytechnicalteamleaderfull有的相關(guān)知識haveknowledgeaboutinformationtechnology了解公司現(xiàn)行的流程knowcompanycurrent熟悉各種開發(fā)工具及知識familiareachdevelopmenttoolandsystemmaintenanceknowledge能有效地與各管理層及各項目人員一起工作effectivelywithmanagementlevelandeachprojectteammembereffectivelycontroltime,andhavethemultitask較強的溝通能力strongcommunication角色時間要Time資質(zhì)要Qualitytechnicalteammember-full2over2yearsdevelopment較強的和口頭表達(dá)能力betterationandcommunicationskills較強的分析技巧strongyze能與不同的工作小組一起工作canworkwithwork技術(shù)小組成員Technicalteammember-systemmaintenancefull2-3年經(jīng)驗2-3yearsystemmaintenance2-32-3yearoperatingsystemsmanagementexperience能與不同的工作小組一起工作canworkwithdifferentworkteam較強的和口頭表達(dá)能力strongationandcommunicationskills較強的分析技巧strongyzeTechnicalteammember-2-3年數(shù)據(jù)庫經(jīng)驗2-3yeardatabasemaintenance較強的和口頭表達(dá)能力strongationandcommunicationskills較強的分析技巧 yzeProjectZNAteamLanyou-Renaissanceteamprojectsteeringprojectquality項目總監(jiān)project項目經(jīng)理project項目（激勵managementteam,finicalcontrolmanagementteam銷售分銷小組salesdistributionteamproductplan工廠小組plantmaintenance技術(shù)小組technical數(shù)據(jù)小組data項目工作方式ProjectWorking集中辦公CentralizedWorkingInordertoachievethesmoothcommunication,improvetheworkefficiencyandfinishprojecttasksontime,projectteamusecentralizedworkstyle.(Projectoffice,financialcontrolteam,materialmanagementteam,salesdistributionteam,productionplanteam,technicalteam,datateam)LocationUnifiedProject為便于聯(lián)友和鄭州日產(chǎn)汽車方人員溝通交流與研討，聯(lián)友項目成員和鄭州日產(chǎn)汽車方項目組成員按照各組別混編在一起，在同一辦公場所進(jìn)行工作。Inordertoachievesmoothcommunicationanddiscussion,Lanyou-RenaissanceprojectteammembersandZNAteammembersareorganizedintomixedteams,workinginthesameWorking在周一至周五（節(jié)假日除外），聯(lián)友顧問人員按照鄭州日產(chǎn)汽車的作息時間FromMondaytoFriday(exceptholidays),Lanyou-RenaissanceconsultantshouldworkaccordingtoZNAworkandresttime.8:3012:0013:00AM:8:30–12:00PM:13:00–Ifneeds,ZNAcompanywillprovidetheworklocationandequipmentaccessauthorizationforLanyou-Renaissancestaffworkovertime.聯(lián)友顧問人員為了每月flyback所需的差旅時間，至少提前五個工作日向所在小組的鄭州日產(chǎn)、聯(lián)友項目經(jīng)理提出調(diào)整工作時間郵件申請。在不影響項目的前提下，經(jīng)雙方項項目組成員考勤統(tǒng)一納入PMO后勤進(jìn)行記錄，每月月初PMO公布項目組考勤記錄，作為項目成Forflyblackeveryonemonth,Lanyou-RenaissanceconsultantcanapplyforLanyou-Renaissanceprojectmanagertoadjustworktime.AftergetapprovalfromLanyou-Renaissanceprojectmanager,theycanadjustworktimeaccordingtoworkrequirement,tobalancethetraveltime,normallyshouldkeepatleastoneconsultantonsiteforeachmoduleteam.OfficePleasekindlytakecareofworkequipment,andkeepitinsecurityplace.Alloftheequipmentinofficecannotbelenttoothers.Pleasesaveprintpaper,collectandputsinglesideusedpaperinPleasekeepofficeclean,andcleanofficeSpeakquietlyinoffice,donotspeakloudlyormake工作時間進(jìn)行玩游戲，看等與工作無關(guān)的活動Duringtheworktime,activitiesun-relatedaboutworkisnotallowed,suchasplayinggamesandwatchingmovies不能在主內(nèi)吸煙Nosmokinginthemain項目計劃管理ProjectPlanTheProjectPlanTheprojectplanscandivideintotheprojectmasterplan,theprojectphaseplanandthemoduleteamweeklyreportaccordingtotheprojectphaseplan;Maydivideintotheprojectgroupplanandtheteamaccordingtotheorganizationscopeplans.項目總體計劃ProjectMaster計劃為文件，在項目內(nèi)容出現(xiàn)重要變化時進(jìn)行更新。Theprojectoverallplanistheentireprojectdevelopmentworkplan.Itcoversentireprojectduration,includingdetailsofeachphase..Theprojectoverallplandescribesprojectmaintasks,tonesanddeliverables.TheprojectoverallplanisaMSProject.ItwillbeupdatedwhentheprojecthasradicalchangesbutmaintainthebaselineoftheoriginalapprovedTheprojectmanagerisresponsibleforformulating,renewingandpromulgatingtheprojectoverallplan.項目階段計劃ProjectPhase任務(wù)都應(yīng)該制定一個具體的。Eachprojectphaseplancoversthetasksforawholeprojectphase.Eachplanlineisassignedtoasingleresponsible 項目階段計劃為MS-Project文件，階段滾動，動態(tài)更新，在階段開始1-2周前完成最初版本（具體時間將由項目管理分階段提出）。EachprojectphaseplanisaMS-ProjectTheinitialeditionwillbecompleted1weekbeforethephasestarts.業(yè)務(wù)小組工作周報和雙周計劃ModuleTeamWeeklyStatusReport&Bi-weekly的工作進(jìn)度、遇到的問題和風(fēng)險等，雙周計劃列示下兩周準(zhǔn)備完成的工作、到期日和等。計劃。每周四下午16：00，各個模塊小組長應(yīng)更新該工作周報和雙周計劃，以備第二天上午9：00MS-Excel編制。Thefilecontainstwoparts:moduleweeklystatusreportandBi-weeklyplanforthenexttwoweeks.Theweeklystatusreportshouldreportthestatusofthisweek,issuesandrisksetc.TheBi-weeklyplan,shouldlistallthetasksthatareplannedforthenexttwoweeks,includingtaskstobedone,duedateandresponsible.Allmoduleleadersshouldsubmitthisfilebefore16:00ofeachThursday,andupdatethisfileagainbefore16:00ofeachThursday.PMOisresponsibleforupdatingprojectphaseplanaccordingtotheweeklystatusreportthatfromeachmodule.ProjectPlanManagement業(yè)務(wù)小項 執(zhí)行管開是否到關(guān)是執(zhí)行計匯否更新項目計否是結(jié)項目會議管理TheProjectMeetingMeetingAccordingtothescopeandthelevelswhichinvolveswithcommunication,thecommunicationcanbedividedinto:項目指導(dǎo)會議SteeringCommittee項目指導(dǎo)會議一般一個月分兩次召開Thesteeringcommitteemeetingwillnormallybeholdtwiceineach3號～5號。主要討論項目的進(jìn)度、下階段的計劃和遇到的問題、風(fēng)險和資源問題等。Firststeeringmeetingwillbeholdaround3~5ofeachmonthtopresent&discuss:projectprogress&planprojectteam&resource,issuesandrisks15號～20號。主要討論項目內(nèi)部的團隊、問題和的風(fēng)險等。Secondsteeringmeetingwillbeholdaround15~20ofeachmonth.Mainlyfocusonprojectteam,issues&risks項目管理周例會ProjectWeeklyStatus9TheprojectmanagerholdsweeklyprojectmeetingsonFridayat業(yè)務(wù)小組周例會ModuleWeeklyStatus項目經(jīng)理每周定期聽取各個項目小組工作情況回報，便于各個業(yè)務(wù)小組的工Projectmanagereachweeklistenstoeachprojectteam’sworkingreport,itishelpfultomonitoreachteam’swork,andpromptlydiscoverandsolvetheissues.每周定期召開，通報聯(lián)友公司內(nèi)部管理和項目進(jìn)行情況等議題EachweekthemeetingwillregularlyheldtoreporttoLANYOU-RENAISSANCEinternalmanagementandtheprojectstatusandsoon. EachmoduleleadermeetswithhisrespectiveBPOatleastonceeverytwoweekstoinformhim/herofthesituationofprojectanddiscussproblemsandother特別會議Task業(yè)務(wù)Itisthetemporaryworkshopwhichistosolveparticularcaseortheunusualsituationintheprocessofproject.Theprojectandtheteambothhavethepossibilitytoholdthespecialconference.Meeting項目執(zhí)行管理會議SteeringCommitteeTime:Holdby-weekly.Thefirststeeringcommitteemeetingwillbe3or4ofeachmonth,thesecondmeetingwillbearound15to20thofeachmonth.Thespecificmeetingtimewillbeannounceoneweekahead.召集/主持：項目召集Preside:Project參加人員：項目指導(dǎo)所有成員，項目主要成員和項目骨干成Member:Allsteeringcommitteemembers,MainProjectOfficeMembers,Projectkey會議主要議題Reporttheprogressoftheproject,mainresultsofeachphase,projectworkplanforthenextphase.項目執(zhí)行管理（鄭州日產(chǎn)汽車和聯(lián)友相關(guān)）就項目主要Thesteeringcommitteeleadership(XXXXXXandLanyou-Renaissancerelatedseniorleadership)discussaboutmainitemfruit,theprojectworkplanfornextphase,andfinallyreachconsensus.Discussotherimportantissuesandreach會議地點：合適的會議場Venue:ameeting會議記錄：項目MeetingRecord:Project項目管理周例會ProjectWeeklyStatus會議時間：每周一上午9：00，約進(jìn)行2個小Time:EveryMonday9AM,about2召集/主持：項目經(jīng)Preside:Project參加人員：項目組所有成Members:Allprojectteam會議主要議題Basedontheweeklyplan,reviewandsummarizethemaintasksanddeliverablesoflastweekorphase,anddiscusstheplanandkeystonesofnextweekornextDiscusstheissues,risksandotherkeytopics,andreachconsensus;Orinviteprojectsteeringcommitteetohaveadiscussion.會議地點：適合的會議場Venue:ameeting會議記錄：項目MeetingRecord:Project業(yè)務(wù)小組周例會ModuleWeeklyStatus會議時間8:3010:30SDMM，10:3012:00PP2：004:00FICO，4:00–6:00技術(shù)和主數(shù)據(jù)。Time:EveryThirsdayAM8:30–10:30SDMM,AM10:30–12:00PPPM,PM2:004:00FICO,PM4:00–6:00Technical&Master召集/主持：項目經(jīng)Preside:Project參加人員：相關(guān)業(yè)務(wù)組組長和業(yè)務(wù)責(zé)任Members:Moduleteamleaderandteammembersresponsibleforthe會議主要議題Moduleteamweeklyplanastoolsanddiscussbasic,summarydeliverablesandprimaryworkinlastweekorlastphaseofmodule,discussworkplaninnextweekornextphaseDiscusstheissues,riskandotherkeyissuesduringtheprojectandreachconsensus.OrinvitetheSteeringCommitteetodiscuss會議地點：適合的會議場Venue:ameeting會議記錄：項目MeetingRecord:Project聯(lián)友管理周例會Lanyou-RenaissanceWeekly會議時間：每周三下午17：30。會議約進(jìn)行半個小Time:EveryWednesday17:30,abouthalfan召集/主持：聯(lián)友項目經(jīng)Preside:Lanyou-RenaissanceProject參加人員：顧Member:會議主要議題CommunicateLanyou-Renaissancelatestdevelopments,theconsultants’dailyneeds,andotherproject-relatedissues.會議地點：適合的會議場Venue:ameeting會議記錄：項目MeetingRecord;ProjectBPO（業(yè)務(wù)流程）雙周會議BPOBi-weekly會議時間：每兩周，具體會議時間由各小組決TimeBi-weekly,Thespecifictimewillbedecidedbyeachmoduleteam。召集/主持：業(yè)務(wù)小組組Preside:Moduleteam參加人員：業(yè)務(wù)小組成Members:Moduleteam會議主要議題Basedonmoduleteamphaseplanandbi-weeklyplan,discusstheworkplanandkeystoneinnext2weeksornextstep.討論業(yè)務(wù)組工作進(jìn)行中出現(xiàn)的問題、風(fēng)險和其他關(guān)鍵議題，達(dá)成共識并尋求BPO的參與Discusstheissues,risksandotherkeyissues,reachconsensus,andseektheparticipationandsupportfromBPO.會議地點：適合的會議場Venue:ameeting會議記錄：項目MeetingRecord:Project項目特別會議Task會議時間：項目進(jìn)展中出現(xiàn)需要立即決策或協(xié)調(diào)的重大事項Time:Whenthereisamajormatterneededtobecoordinatedordeterminedduringthe參加人員：鄭州日產(chǎn)汽車ERP項目部主要成員，聯(lián)友項目主要成員，事Member:ZNAERPProjectmainmembers,Lanyou-RenaissanceProjectOfficemainmembers,otherrelatedmembers.會議主要議題ExplainanddiscussthebigIssuesmanagementdiscussion:ifitrefersprojectchanges,itshouldbeaccordedto“projectchangementcontrolprocess”;ifitrefersissuemanagement,itshouldbeaccordedto“issuereportprocess”.會議地點：合適的會議場Venue:ameeting項目問題管理ProjectIssueIssueIssuesarestandpointsortaskswhichmaypreventprojectfrombeingimplementedsuccessfullyduringimplementation.Andissuesmayimpactprojectprogressbymorethantwodays.Thoseslighterrorsormistakesarenottreatedasissues.Systemissue:e.g.Defectofdefinedprojectmethodologywhichcan’tleadtocertainprojectachievement.Projectmanagementissue:Projectmeetingcan’tsolvequestionswhichpreventsprojectfromgoingon.Resourceissue:e.g.Keyuserisnotenoughorconsultant’sworkingtimecan’tbeIssueManagement按照雙方簽訂的《工作說明書》中“附錄A-3：問題上報流程”，項目中出現(xiàn)問題的提交與處理流程Followingistheprocessofissuesubmissionanddisposal,whichisaccordingwiththeattaentA-3,processorissuereport,inworkinginstructionsignedbybothparties.問題層級1：業(yè)務(wù)小組成員發(fā)現(xiàn)問題，先由業(yè)務(wù)小組長嘗試解決。如業(yè)務(wù)小組組長無法在二個工作日內(nèi)解決，經(jīng)小組討論，由聯(lián)友組長填寫問題登記表。問題提交單經(jīng)聯(lián)友組長、鄭州日產(chǎn)汽車業(yè)務(wù)組長簽字后遞交項目。項目對《問題登記Issuehierarchy1:Businessteamleadershouldtrytosolvetheissuewhilebusinessteammembersubmitstheissue.Ifbusinessteamleadercan’tclosetheissuein2days,Lanyou-Renaissanceteamleadershouldfilloutthe“issueregistrationform”afterteamdiscussion.IssuesubmissionformshouldbesignedbybothLanyou-RenaissanceteamleaderandHolcimbusinessteamleaderbeforeitissubmittedtoprojectoffice.Projectofficeshouldsummarizethe“issueregistrationform”.ZNAprojectmanagerandLanyou-Renaissanceprojectmanagerwilldiscusstheissueandtrytosolveitinexpectedtime.接收-聯(lián)友項目經(jīng)理和鄭州日產(chǎn)汽車項目經(jīng)理確認(rèn)這個問題會影響項目順利進(jìn)Accept–Lanyou-RenaissanceprojectmanagerandZNAprojectmanagerconfirmthatthisissuewillimpacttheprojectprogress.-聯(lián)友項目經(jīng)理和鄭州日產(chǎn)汽車項目經(jīng)理認(rèn)為這個問題與本項目無關(guān)，關(guān)閉這Reject-Lanyou-RenaissanceprojectmanagerandZNAprojectmanagerconsiderthatthisissueisnotrelevanttotheprojectandthereforeclosetheissue.確定問題優(yōu)先級-聯(lián)友項目經(jīng)理和鄭州日產(chǎn)汽車項目經(jīng)理根據(jù)問題對項目進(jìn)程的Definetheissuespriorities-Lanyou-RenaissanceprojectmanagerandZNAprojectmanagershoulddefinetheissuesprioritiesbasedonimpacttoprojectprogress.Therearethreemainpriorities:高。會對項目的進(jìn)程有顯著的影響。如果不解決，項目有停頓或進(jìn)程顯著推遲的。High,therewillbeseriousimpacttoprojectprogress.Ifissuesarenotsolved,projectmustbepausedorpostponed.Anddefinitedeadlineoftheissuetobesettledisrequired.Mustinformprojectsponsorimmediay.Middle,therewillbeimpacttoprojectprogress.Ifissuesarenotsolved,projectmaybepostponedorprojectqualitywillnotbeverygood.MustinformprojectsponsoronsameLow,projectprogresswillnotbeimpactedatpresent,butstillpayattentionontheimpossibilitytobetheeffectelements.分配問題-聯(lián)友項目經(jīng)理和鄭州日產(chǎn)汽車項目經(jīng)理將問題分配到項目組成員。責(zé)成問題尋找解決方案，明確要求完成時間。Assignresponsiblefortheissue-Lanyou-RenaissanceprojectmanagerandHolcimprojectmanagershouldassigntheissuetoacertain ,whoshouldfindthesolutionandconfirmthedeadline.處理-問題提出解決方案。召開處理會議，處理結(jié)果向項目報告Disposal-whoresponsiblefortheissueshouldholdadiscussionmeetingandprovidesolution.Theresultshouldbereportedtotheprojectoffice.狀態(tài)-聯(lián)友項目經(jīng)理負(fù)責(zé)問題的狀態(tài)。在每周例會中問題的解決情況Statustracking-Lanyou-Renaissanceprojectmanagershouldberesponsiblefortheissuestatusinweeklymeeting.關(guān)閉-聯(lián)友項目經(jīng)理和鄭州日產(chǎn)汽車項目經(jīng)理確認(rèn)問題已經(jīng)處理或不再影響項目Close–IssuecanbeclosedafterLanyou-RenaissanceprojectmanagerandHolcimprojectmanagerconfirmthatissuemaynotimpactprojectprogress.聯(lián)友方雙方項目經(jīng)理將此問題提交給雙方項目。鄭州日產(chǎn)汽車方項目將與聯(lián)友項目會談以期解決相關(guān)問題。Issuehierarchy2:Lanyou-RenaissanceprojectmanagerandZNAprojectmanagershouldsubmitissuestotheresponsiblefortheprojectwhentheissuescan’tbesolvedin3daysinhierarchy1.ResponsibleofbothZNAandLanyou-Renaissancewilldiscusstheissueandtrytosolveitinexpectedtime.TheteamleaderofZNAandLanyou-Renaissancetogethercommunicatetodealwiththeissues.問題層級3：如問題層級2的仍無法解決，則應(yīng)按照協(xié)議相關(guān)條款處理，或由鄭州日產(chǎn)汽車聯(lián)友雙方項目將此問題提交給項目指導(dǎo)進(jìn)行討論解決。Issuehierarchy3：Iftheissuecan’tbesolvedinhierarchy2,itwillbedisposedaccordingtorelevantagreementitems.ResponsibleofbothHolcimandLanyou-Renaissanceshouldsubmittheissuetotheprojectcommittee.在解決過程中，聯(lián)友同意繼續(xù)進(jìn)行無服務(wù)部分的工作Lanyou-Renaissanceagreetocontinuethejobwithoutanyissuewhilesolvingtheother問題處理流程圖如下所示Followingisthedisposal開開NYYYNNYN結(jié)項目風(fēng)險管理RiskDefinitionofRisksandRiskManagementMechanismTheprojectriskistheeventcausingoneorsomeobjectsoftheprojectfailtobereached.Theprojectriskistheeventnothappensyet,sothekeyaspectofriskmanagementisprecautionandavoiding.Butoncetheeventhappens,projectriskturnsintoaissueandshouldbeputinissuemanagementprocedures.要實現(xiàn)有效的風(fēng)險防范和管理，主要有兩個方面工作：Torealizetheeffectivepreventionandmanagementofriskneedstworespectsthework:(&潛在影響)：包括進(jìn)行項目環(huán)境評估（業(yè)務(wù)風(fēng)險、技術(shù)風(fēng)險、企業(yè)政治風(fēng)險等)，定義風(fēng)險類別，制定風(fēng)險，定義風(fēng)險危害程度，并識別利益相關(guān)者Identifytheprojectrisks(likelihood&potentialimpact):includingcarryontheenvironmentalassessmentofproject(businessrisk,technologicalrisk,enterprise'spoliticalrisk,etc.),definetherisk’scategory,maketherisklist,definethedegreeofseverity,andidentifytherelatedsides.果追蹤，必要時采取進(jìn)一步行動等Actionstoreducetheopportunityofrisk:Includingmakeriskreductionplan,implementtheriskreductionplan,tracktheeffectoftheriskreduction,adoptfurtheractionsincaseofnecessity,etc.IdentificationofTheidentificationoftheprojectriskistheimportantactivitytocontrolandysestheprojectstatusandprogress,finishedbyprojectmanagerandteamleaders.Ontheotherhand,eachprojectteammemberneedtoreportanyexist,potentialorrealizablerisktotheprojectmanagerortheteamleaders,becauseitdirectlyeffectsthesuccessofanyproject’simplementation.目階段計劃管理結(jié)合）。對相關(guān)的風(fēng)險進(jìn)行定義類別，并制定風(fēng)險，對各一項風(fēng)險評估階段出現(xiàn)風(fēng)險的防范舉措和實施效果，為項目風(fēng)險管理積累經(jīng)驗。Theriskidentificationandmanagementofeachphase:Theprojectmanagerwillorganizeteamleaderstoassesstherisksoftheenvironment,content,progress,qualityanddeliverablesoftheproject(thisjobwillbecombinedwiththeplanmanagementofeachphase).Definerisk’scategory,maketherisklist,assessitsseverity,identifytherelatedsidesandprepareformakingtheriskreductionplan.Atthesametime,reviewthepreventionactionsandtheeffectoftheactionssothataccumulateexperiencesfortheriskmanagementofthe風(fēng)險的日別和管理：在制定項目周計劃和周報告過程中，項目經(jīng)理、業(yè)務(wù)小組組長都有風(fēng)險議題后，由業(yè)務(wù)小組組長或項目經(jīng)理在周報告中說明，項目負(fù)責(zé)組織分析項目風(fēng)險，并制定及實施風(fēng)險降低計劃。Thedailyidentificationandmanagementoftherisk:Inthecourseofmakingtheprojectweeklyplanandweeklyreport,projectmanagerteamleadersallbeartheresponsibilitytoexaminethepossibleriskintheproject.Intheregularmeetingofprojectmanagementandallteams,themeetingholdersalsohasresponsibilitytoorganizeallattendantsparticipatingindiscussionontheriskissues,soastoidentifyandpreventtherisksmosteffectively.Theteamleadersorprojectmanagerareresponsibletoinformtheriskissuesinweeklyreports,andprojectofficeareresponsibletoorganizetheysisofrisksandimplementationthemitigationplan.MitigationPlanfor項目風(fēng)險的降低由項目負(fù)責(zé)制定計劃并組織執(zhí)行。Theriskmitigationplanismadeandorganizedtobeimplementedbyprojectoffice.制定風(fēng)險降低計劃。根據(jù)風(fēng)險產(chǎn)生的原因不同，風(fēng)險的降低計劃可能包括：Afteridentifyingtherisks,projectofficemakesthemitigationplanthroughrisks’categories,rootcauses,possiblethreats,andrelatedsides.Accordingtothedifferentcauses,theriskmitigationplancould架構(gòu)，選擇更加合適的方法論，并就此議題與鄭州日產(chǎn)汽車相關(guān)項目人員進(jìn)行研討，在Technologicalrisksortheprojectmethodologyrisks:LANYOU-RENAISSANCEwilladjustmethodologyortechnologicalframeworkandchoosemoresuitablemethodologyaccordingtotheconcretecharacteristicsofthisproject.AnddiscussandagreewithrelatedZNAteamsontheissuebeforeimplementingtheplan. Riskoftheprojectmanagement:LANYOU-RENAISSANCEwilladjustthemethods,procedures,toolsorneloftheprojectmanagement,andimplementtheplanafterdiscussingandagreeingwithrelatedZNAteamsontheissues.Riskofprojectresources:Thesidethathasresourcesproblemswilladjusttheresourcesaccordingtotheactualresourcerequirementsafterreachingagreementbybothsides Afterthemitigationplansfinished,theprojectofficewillorganizerelevantpeopletodiscuss,confirmandorganizeittobecarriedout.Attheendofeachphaseorafterariskdisappears,theprojectofficewillorganizetheassessmentoftheriskandloweringeffect.項目ProjectQuality項目概述ProjectQualityManagementBrief聯(lián)友咨詢作為全球領(lǐng)先的咨詢服務(wù)供應(yīng)商之一，其項目的目標(biāo)有三個層面：Asoneofthegloballeadingconsultingservicers,therearethreeaspectsinobjectsofitsprojectqualitymanagement根據(jù)合約的規(guī)格及預(yù)算范圍，準(zhǔn)時提供項目交付成果；Offertheprojectdeliverablesontimeaccordingtothespecificationofthecontractandbudget,對于所有交付成果的質(zhì)量，達(dá)到客戶的需求；Thequalityofallthedeliverablesmeettherequirementsofclient對于關(guān)鍵的滿意度標(biāo)準(zhǔn)，客戶的期望。Keyindexofsatisfactionbeyondtheexpectationsofclientordertoachievesuchqualitymanagementobjects,LANYOU-RENAISSANCEteamwillcarryoutfromtwoaspects:organizationandmanagementmechanism的組織機構(gòu)QualityManagement在以往的歷史經(jīng)驗分析中，聯(lián)友也可以看到，控制項目質(zhì)量的關(guān)鍵，在于項目的舉措。項目決策和計劃的偏差，是和未有效控制各種因素的主要根源。建立Lookingintopasthistoricalexperiences,LANYOU-RENAISSANCErealizesthatthekeyfactortocontrolprojectqualityliesinprojectleaders'measures.Deviationofdecisionsandplansofprojectmanagementisthemainreasontocauseorfailtocontrolthenegativefactors.Setupaprojectmanagemententitywithrationalstructureandeffectiveforce,itisthereliablefoundationandguaranteethatthewholeprojectachievessuccessfinally.因此，聯(lián)友對鄭州日產(chǎn)汽車項目建議的方案，將基于項目組織架構(gòu)，對應(yīng)總體項目管理及各項目管理層次，進(jìn)行質(zhì)量和管理。另外，聯(lián)友還將親自負(fù)責(zé)一支獨立(IQA)團隊，作為第項目質(zhì)量 ThereforeLanyou-Renaissance’ssuggestedqualitymanagementsolutionwillbebasedontheorganizationstructureandconductthequalitycontrolandmanagementaccordingtooverallandalllevelsofprojectmanagement.Besides,Lanyou-Renaissance’sTopmanagementwillleadaindependentqualityassessment(IQA)teamtoaudittheimplementationworkofteamsaswellasoverallstatusofprojectasathirdpartysupervisor.ThesupportsfromZNA’stopmanagementarealsosignificanttoqualitycontrolwork.Itensuresthecooperationworkofbothsidestobecarriedoutsmoothlyandorderly.Thisisalsothekeyfactortothesuccessofthe的主要機制TheMainMechanismofQuality有了可靠的質(zhì)量組織，就需要高效能的機制來執(zhí)行管理層的質(zhì)量舉措，基于聯(lián)友的三點結(jié)合的方法論來講，主要包括：Inadditiontoareliablequalitycontrolorganization,itstillneedsahighefficiencymechanismtocarryoutthequalitycontrolmeasures.OnthebasisofLANYOU-RENAISSANCE’smethodology,itincludes:RiskProjectlevelqualitycontrolandoverallprojectindependentevaluationandauditing(ClientSatisfactionSurveyCollectandfeedbackinformationofclient’sdegreeofsatisfaction(ClientSatisfactionSurvey)險管理方法已經(jīng)一章論述，這里不詳細(xì)展開。Riskmanagementistolookfortheupwardoutlettoreducethepossibilityofdownfallatthesametime.Becauseofassumedfactorsandprojectimplementationenvironment,anyprojecthassomeuncertaindegree.Theprojectriskcan'tbeignored,butalotofriskscanbepredictedandreduced.Thedetailedriskofficeprocedurewhichhasalreadybeendescribedintheabovechapterwillnotbediscussedin項目層次質(zhì)量控制和項目總體的獨立評審與稽核Projectqualitycontrolandprojectindependentevaluationandauditing獨立評審與稽核即為質(zhì)量保證，其目標(biāo)一般是以獨立方式，從第的角度項目任務(wù)的管理層獨立報告問題的，以便在必要時逐級上報產(chǎn)生的問題。同質(zhì)量控制不同的是，質(zhì)量保Thecontentofqualitycontrolisexaminingthedeliverablesofeachphaseofaproject,ensuretohandoverthecustomer’srequiredproduct;Overallprojectindependentevaluationandauditingnamelyitisqualityguarantee.Theobjectofitusuallyistocontroltheexecutionoftheprojecttaskintermsofthirdpartybyindependentauditing.Itwilldrawtheinformationanddatareflectingtheprojectachievementsandprocess.Qualityguaranteesareabletoimprovethetransparencyofproject,andofferthebasisofrevisingforthehigh-qualitydeliverableshandedoverbyprojectmembers.So,qualityguaranteesitiskeyfactorthataprojectsucceeds.Atthesametime,thereshouldbeachannelofreportingthequestionindependentlytopropermanagementinordertoreportthequestionproducedstepbystepincaseofnecessity.Withadifferencewithqualitycontrol,qualityguaranteesstressonwhethertheworkflows,standardsandplansarealreadycarriedoutproperly,thusaudittotheprojectresult.質(zhì)量保證應(yīng)具備以下職責(zé)：Qualityguaranteesshouldbearunderneath通過開發(fā)過程來保證工作產(chǎn)品質(zhì)量；Guaranteethequalitythroughmonitoringthecourseofdevelopment.保證開發(fā)出來的產(chǎn)品和開發(fā)過程符合相應(yīng)標(biāo)準(zhǔn)與規(guī)程；Ensurethedevelopedproductsanddevelopmentprocesscomplythestandardsandregulations.保證產(chǎn)品、過程中存在的問題得到處理，必要時將問題反映給高級管理者；Ensuretheissuesofproductsanddevelocoursebehandled,andinformtheissuestoseniormanagementifnecessary確保項目組制定的計劃、標(biāo)準(zhǔn)和規(guī)程適合項目組需要，同時滿足評審需要；Ensuretheplansandstandardsregulationsmeettherequirementsofprojectteamandaudit向開發(fā)人員提供反饋。Feedbackto收集和反饋客戶滿意度信息(