What is meant by project management? What are the techniques of project management? What are the processes?

Reprint the following information for reference

Project management, abbreviated as (PM) is the project manager, under the constraints of limited resources, the use of systematic viewpoints, methods and theories, the project involves all the work of effective management. That is, from the beginning of the project's investment decision to the end of the project the whole process of planning, organizing, directing, coordinating, controlling and evaluating, in order to achieve the project's goals

Project management work

1, the project for the preliminary investigation, collection and collation of relevant information, the development of a preliminary feasibility study of the project, to provide recommendations for the decision-making level. Collaborate with the development and declaration of project report materials.　　2、Analysis of the project and demand planning.　　3、Complete system design for the components or modules of the project.　　4、Develop project objectives and project plan, project schedule.　　5、Develop the basic plan for project execution and control.　　6、Establish the information system of project management.　　7、Project process control, cooperate with higher management to control the project well.　8、Tracking and analyzing costs.　9、Record and communicate project information to higher management.　　10、Manage problems, risks and changes in the project.　　11、Project team building.　　12、Coordination between departments and project teams and organize project training.　13、Project and project manager assessment.　　14, understanding and implementation of the company's long-term and short-term policy and policy to guide the company to carry out all projects.

Application of Project Management

Project management is a set of techniques and methods based on accepted management principles. These techniques or methods are used to plan, evaluate, and control work activities in order to achieve the desired end result on time, on budget, and according to specifications.　Project Management Content: 1. Project Scope Management It is the management process of controlling the work content of a project in order to achieve the project's objectives. It includes scope definition, scope planning, scope adjustment, etc. 2.　2, project time management is to ensure that the project is ultimately completed on time a series of management processes. It includes specific activity definition, activity sequencing, time estimation, scheduling and time control work. Many people have introduced GTD time management, which greatly improves the efficiency of the work.　3, project cost management is to ensure that the completion of the actual cost of the project, the cost does not exceed the budgeted cost, the cost of the management process. It includes the allocation of resources, costs, costs of the budget and cost control work.　4, project quality management is to ensure that the project to achieve the quality requirements set by the customer to implement a series of management processes. It includes quality planning, quality control and quality assurance.　5, human resource management is to ensure that all project relations with the ability and enthusiasm of all the most effective use and utilization of a series of management measures. It includes a series of work such as organization planning, team building, personnel selection and project team building.　6, project communication management is to ensure that the project's information collection and transmission of a reasonable need to implement a series of measures, including communication planning, information transmission and progress reports.　7, project risk management involves the project may encounter a variety of uncertainties. It includes risk identification, risk quantification, formulation of countermeasures and risk control.　8、 Project Procurement Management is a series of management measures taken to obtain the required resources or services from outside the project implementation organization. It includes procurement planning, purchasing and requisitioning, selection of resources and contract management and other project work.　9, project integration management refers to the comprehensive and global project management work and processes carried out to ensure that all project work can be coordinated and coordinated organically. It includes the development of project integration plan, project integration plan implementation, project changes in the overall control.

Project management process

As long as the process is clearly defined, the project manager can ensure that the direction of the project and the ultimate goal of the development of the fit. Broadly speaking, to control the development of various types of projects, first focus on ten key processes.　First, the life cycle and methodology The life cycle and methodology of the project is the discipline of the project, for the project to carry out a clear boundary to ensure that the project process. The life cycle focuses on the coordination of related projects, while the methodology provides a consistent and stable approach and methodology for the project process.　The life cycle usually consists of the phases of a project (including: start, plan, execute/control, and finish), or a repeating cycle of work. The details of the project life cycle generally change with the specific business, project, and customer requirements. Thus even within the same project, there are multiple possible variations of the cycle. Requirements for work detail, document management, project delivery, and project communication are reflected in all aspects of life cycle standards and assessments. Large projects generally have more and longer phases, while small projects have fewer phases and fewer assessment points.　Similar to the life cycle, project methodologies are also easy to follow and have a high level of attention to detail due to the project. Methodology for product development projects often involves what tools or systems to use and how to use them. Methodologies for information technology projects include version control standards, technical document management, and all aspects of system development.　Project methodologies are often not determined by the project team itself, but are set by the company for all projects. Adopted or not, the project team doesn't really have much choice. The methodology set by company management represents authority in and of itself, and is a way for you as the project leader to gain control of the project. Considering the role of a certain aspect of the project methodology, it is always important to grasp the efficiency of its management of the project staff, that is, where problems may arise to strive for a positive effect.　Second, the project definition A clear project description determines your ability to control the project, because all the work that follows is within the scope of the description. Regardless of how and why you want to describe, you need to define your project in writing, so that all parties and the project team to refer to at any time.　Project definitions come in all sorts of forms and names, including: project charter, proposal, project data sheet, statement of work, project specifications. What is common to all of these names is that the project owner and all other parties involved communicate their expectations of the project from the top down. A clear project definition also includes the following: - A statement of project objectives (a small paragraph that provides a high-level description of the project deliverables, duration, expected costs, or manpower) - A project payback (including the return on a business case or investment analysis) - Information in use or customer requirements - A definition of the project scope that lists all expected project deliverables - A cost and time budget goal - Significant difficulties and assumptions - Describe the project's dependence on other projects -High risks, new technologies required, major issues in the project Strive to take as much specific information as possible, encapsulate it in a project description or charter, and have it recognized by the project managers and interested parties, and thus validated.　III Contract and Procurement Management No matter how much influence and power you have within your organization, you will have less influence over project members employed by other companies. While not necessarily universally applicable, you can try not to outsource project work as much as possible as a technique to increase project control.　Revisit the overall procurement process before you consider engaging a contractor or outside consultant. Look for someone who has experience drafting service contracts and can help you.　Establishing a successful outsourcing relationship takes time and effort, and these efforts should be started early. In order not to miss project deadlines, you need to get all the details in place and all contracts signed in a timely manner. What portion of the project deliverables you intend to outsource and the refinement of that portion of the work is where you begin to implement project controls. Document these refinements, evaluation and acceptance criteria, all related requirements, and necessary time planning. Project definition information should always be included in the contract, and responsibilities identified early on. Discuss these requirements with all vendors you are considering so that your project expectations are clear to all parties.　IV. Project Planning, Execution, and Tracking As a project leader, you can establish a foundation for project control by developing a strong planning, tracking, and execution process. Enlist the support of all parties and then promote it across the board within the project.　Involve project team members in planning and tracking activities, which can garner support and increase motivation. Wise project leaders often encourage participation on a large scale and bring everyone together through the process. When everyone sees that their efforts and contributions to the project are recognized, the project quickly moves from "their project" to "our project. Project control is much easier when project members see the project as their own. Project management is much more likely to be successful than with an indifferent team. Using the project management process will also encourage the cooperation of project members, which also makes your project control work easier.　Fifth, change management The most centralized aspect of the problem in technical projects is the lack of management control over specific changes. To solve this problem, you need to enable an effective change management process in all aspects of the project.　The solution can be as simple as a process map that is recognized by the project team, project sponsor, and interested parties. This reminds project staff that changes are scrutinized before they are accepted and raises the bar for change proposals.　When reviewing a change proposal, look for whether the proposal has a clear and spot-on description of the change. If the motivation for a change proposal is poorly described, the proposal is struck back and a quantitative assessment of the benefits of the change is required. For change proposals that are limited to technical solutions, there are a few more question marks, as the proposer may not be able to fully characterize the problem. If a change proposal focuses too much on problem solving and not on the actual problem, call it back and ask for attention to the specific business situation.　Finally, if a change proposal is not accepted, be sure to justify it. Moreover, a reasonable estimate of the impact on project time, cost, energy and other relevant factors.　Sixth, risk management The risk management process allows you to develop a comprehensive plan to identify potential trouble, to reach agreement on the solution to the risk problem and eradicate serious problems.　Risk management to do more with less, it is necessary to carry out with the project planning at the same time. Carry out project work decomposition arrangements, pay attention to improper understanding of project activities; assign project tasks and carry out assessments, looking for risk; Beacon Hunt senior consultant that the lack of resources or insufficient project resources, or project work depends on the existence of a particular person, to know the risk. Analyze the difficulties that will be encountered in the project work, and encourage all those involved in the planning process to envision the worst-case scenarios and potential difficulties.　VII. Quality Management Quality management provides another set of processes to build the project structure, to ensure that the work requirements put forward by the project leader one without fail in place. There are two types of standards for project quality: global quality standards practiced in the industry, and quality standards unique to the company or project.　If your company implements or accepts a quality standard, be aware of what that standard requires of you and your team. Specifically, these standards will include ISO 9000 standards or Six Sigma. In turn, determine the QC checklist, QC process and related requirements and integrate them with your project planning. Written steps, reports, and assessments that must be followed for the project are a powerful push for team members to stay in step. Standards are more effective than your ad hoc requirements.　A quality management process also connects project requirements to the voice of the customer. Whatever you say that is communicating customer or user requirements, you need to emphasize it. Market research, benchmarking, and customer interviews are all good tools for assessing and documenting user needs and determining the value of project requirements.　Eight, the problem management Project to carry out the process of the emergence of problems is inevitable. In the early stages of the project, in resources, durations, priorities, and other aspects of the project's problem management to determine the process. Seek to get the team to support the timely identification, tracking, problem solving process provisions. Establish a tracking process to document current issues. Issue logging information includes: issue description, issue characterization or manifestation (for communication), start time, responsible person, current status, and expected end time.　The process for dealing with pending issues is simple and includes a process for listing new issues, periodic review of pending issues, and methods for dealing with old issues. The power of the issue tracking process for the project leader, who does not have much organizational management authority, is that it allows him or her to grasp real-time information about the status and progress of the issue. Once the person responsible for the issue has committed to a timeframe for resolving the issue, you can publicize variables in the issue resolution process at will. Whether the person responsible for the issue is a member of the program or a member of another program or department, no one is happy to have their big name in people's questionable sights at any time. Problem list of public makes the list of people in possession of the list to obtain a certain degree of influence and control.　Nine, decision-making project management decision-making, fast and appropriate decision-making for project control is critical. Even if the project leader has control, the perfect collective decision-making process is still very beneficial, because *** with the decision to get more internal support, the effect will naturally be better.　Decision-making in project work is never easy, and it is made more difficult by the complexity of perspectives within the project team. A problem-solving process agreed upon by all parties on the project can simplify the decision-making process and accommodate the requirements of all parties.　Set up a decision-making process with your project team as early as possible, either by adopting an existing process or by making appropriate modifications to an existing process. A good decision-making process provides strong support for your project controls. The process should include the following steps: -Clearly state the problem that must be solved.　-Involve all members who need to be involved in the decision or will be affected by the decision in the decision-making process so that team support can be enlisted.　-Revisit the project statement with the project team and amend it if necessary so that each member gets a consistent understanding.　-Conduct a brainstorming or discussion about the decision criteria (e.g., cost, time, effectiveness, completeness, feasibility). Select criteria that are relevant to the program objectives, enforceable, and can be used by all project parties for decision-making purposes.　-Work with the project team to determine the weight of each criterion (the sum of the weights of all criteria is 100 percentage points).　Set a timeframe for decision-making, specifying the amount of time to be spent on investigation, analysis, discussion, and final decision-making.　-Conduct brainstorming sessions to generate as many decision ideas as possible within the allotted time. Multiple parties develop ideas that are acceptable to the entire project team.　-Screening through a collective voting method, identifying up to six considerations for specific analysis. Analyze their fit with the decision criteria.　-Rationalize objections that arise during the discussion. Add decision criteria if necessary.　-Rank the options according to the evaluation and weighting criteria.　-Consider the outcome of adopting the top option. If there are no objections, end the discussion and begin implementing the decision.　-Write the decision in the document, and communicate the results of the decision with team members and project-related parties.　Information management Project information is a very critical resource, and how it is managed deserves careful thought. Some projects use websites and web servers, or information management systems, to store important project information. Some projects use groupware to maintain project files and provide services such as e-mail.　Regardless of how you store project data, make sure that all project members have ready access to the information they need. Store up-to-date project files in an easy-to-find location, clearly label them, and delete outdated information in a timely manner.

Step-by-step approach to project management

In general, there are two approaches to project management nowadays: the traditional approach involves identifying a series of steps that need to be accomplished. The opposite is the agile software development approach, where the project is viewed as a number of relatively small tasks rather than a complete process. Agile software development aims to develop standards, audits, documentation, reports, meetings, and licenses with as little overhead as possible.　In traditional project management methodology, the development of a project is divided into five phases: 1. Project initiation: initiating the project, including initiating the project, authorizing the initiation of the project, appointing a project manager, forming the project team, and identifying project stakeholders. 2.　2. Project Planning: Includes developing a project plan, determining the project scope, configuring project human resources, developing a project risk management plan, preparing a project budget schedule, determining a project budget schedule, developing a project quality assurance plan, determining a project communication plan, and developing a procurement plan.　3. Project implementation: when the project initiation and planning in the requirements of the previous conditions are available, the project will begin to implement.　4. Project monitoring: implementation, tracking and control of the project, including the implementation of the project, tracking the project, control the project.　5. Project Completion: also known as the end of the project, including the project transfer review, project contract closing, project administrative closing.　Not every project must go through each of these stages, as some projects may be stopped before reaching the completion stage. Some projects do not require planning or monitoring. Some projects need to repeat stages 2, 3, and 4 several times. Many industries also use variations of these stages. For example, in the design of a brick structure, the project usually consists of the following steps: pre-planning, conceptual design, preliminary design, design refinement, engineering drawings (or contract text), and construction administration. Although the names of the phases vary in different industries, the actual phases are usually some of the basic steps of problem solving: defining the problem, weighing the options, choosing the path, realization, and evaluation.　Project management attempts to gain control over five variables: Time Cost Quality Scope Risk Three of the variables can be supplied either internally or externally by the client. The remaining variables are set by the project manager, ideally based on some reliable estimation technique. The final values of these variables need to be determined in a consultative process between the project manager and the client. Typically, time, cost, quality and scope will be fixed contractually.　In order to maintain control throughout the project from its inception to its natural end. The project manager will need to use a variety of different techniques: e.g. project planning, net worth management, risk management, schedule planning and process improvement, to name a few.　A further development of the concept of project control is the integration of process-based management. This area has been developed by the use of maturity models such as CMM (Capability Maturity Model) and ISO/IEC15504 (SPICE - Software Process Improvement and Capability Determination). These two models have been successfully used by organizations worldwide to better manage projects. To improve estimation tightness, reduce costs and prevent defects, CMMI is widely used in the defense industry and its subcontractors in the United States and Australia, and the use of SPICE is growing in the private sector in Europe.