Application of project management in the implement

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Analysis on the application of project management in the implementation of PLM system

Abstract: project managers have their emphasis on project management skills, such as not needing to care too much about procurement management and cost management, but should focus on comprehensive management, scope management, human resource management, communication management and risk management. Risk reduction strategy: KONE will put forward the requirements for historical data collation after the design is completed, and the customer leaders will formulate the historical data collation plan and designate a special person to be responsible for it


the National Conference on industry and informatization was held in Beijing on December 19, 2008. The Minister of industry and informatization made a report entitled "coping with difficulties and challenges, ensuring steady and rapid development, and unswervingly taking the road of new industrialization with Chinese characteristics", pointing out that 2009 is the key year for the implementation of the eleventh five year plan. Doing a good job in industry and informatization throughout the year is of great significance to overcome the impact of the international financial crisis and maintain growth, development and stability. It can be seen that the Chinese government and Chinese enterprises have a deep understanding of informatization. China first started the "drawing board" project in the 1990s, and gradually began the application of informatization. With the system transition, the pressure of marketization gradually increased. The essence of automobile lightweight is to ensure that the performance and quality of automobiles are not affected or even improved. Under the conditions, the importance of information will be realized. There is also a basic consensus that informatization can promote the development of enterprises, and new concepts are emerging in endlessly, such as CAD, CAE, cam, PDM, PLM ERP, OA, MES, CRM and other tools and systems continue to emerge. The author has participated in the implementation of PLM system for many years, and believes that the whole development process of enterprise informatization project can be controlled according to the viewpoint of system engineering and the scientific concepts and methods of modern project management, so as to achieve ideal results with less investment

introduction to project management

project management is a systematic management method that makes full use of the established limited resources by carrying out effective planning, organization, leadership, control and other activities through a special form of temporary organization and operation mechanism in order to complete an established goal within a certain time range (the life cycle of the project). Project management is one of the major new management technologies developed in the late second world war. It was first developed from the need to produce complex systems with large scale, high cost and strict schedule requirements, such as the Manhattan plan applied to the manufacture of atomic bombs in the United States. Although prior to this, project management has been widely used in many business fields, such as engineering construction projects and new product development, its value as a special tool for managing technically complex activities or activities requiring multidisciplinary cooperation was not fully recognized until the Second World War and the post-war. As a result, project management has become a relatively new management method, which has been rapidly developed and continuously improved. After decades of practice of project management workers. They found that although they were engaged in different types of projects and project scales, there were still many common things to follow in project management. Therefore, they spontaneously organized various associations to jointly explore these common laws. At present, there are two major project management research systems in the world: one is the system led by the United States, namely the Project Management Institute (PMI); The second is the European led system, namely the International Project Management Association (IPMA). PMI members are mainly experts from enterprises, universities and research institutions. It has developed a set of project management knowledge system (Project Management B is not only used for some structural parts and stamping parts, but also referred to as PMBOK). This knowledge system divides project management into nine knowledge areas: scope management, time management, cost management, quality management, human resource management, communication management, procurement management Risk management and comprehensive management. Compared with PMI qualification certification, IPMA pays more attention to practical ability. International professionals have reached a preliminary consensus on the importance of project management and its basic concepts. Various professional organizations, such as societies, training and education institutions, consulting service institutions, research and development institutions, have a very rapid development momentum. It is reported that some internationally renowned academic organizations and large companies, such as IEEE, IBM, Motorola, abb, Boeing, etc., also particularly favor the knowledge system of project management and its certification system, and actively encourage their employees to obtain these certifications. However, the research on the method of project management is mainly focused on general projects, and the research on the management method of professional information projects is still immature

plm project features

plm (product lifecycle management) project, as a part of enterprise informatization, is mainly oriented to the research and development process of new products. Experience shows that 80% or more of the product cost is determined by the working process in the design stage of the enterprise. When the newly designed products cannot be produced at a low cost due to various reasons in the product development project, or they are difficult to meet the quality requirements of the market, or the market demand has changed when the products are ready for listing due to the long product development cycle, It often leads to huge waste of enterprise funds. For example, in the airliner competition project between Lockheed l1101 and McDonnell Douglas DC-10, the former was one year later than the latter, resulting in no market and no investment. Numerous cases show that enterprises have realized that the application of the latest technology and management means in product R & D business to reduce development time and cost and improve the quality of new products will bring huge and lasting economic benefits to enterprises

however, PLM project is different from CAD project, which can be "used immediately after opening the package". It must be carried out by a joint team composed of the customer and the implementer. On the basis of PLM platform and in combination with the actual business needs of the customer, he believes in customer customization. Therefore, PLM project is a typical information system integration project. The essence of the implementation of information system integration project is "knowledge transfer", and the quality of its system is often measured only after it is put into use. Therefore, the system must go through multiple development iterations from demand to trial operation before it can be truly put into use, and then enter the maintenance stage. In the maintenance stage, in addition to the usual corrective maintenance, adaptive maintenance and corrective maintenance, sometimes it is necessary to carry out operation iteration. If multiple software systems need to be integrated, or the original software system needs to be changed due to the adjustment of organizational structure, the completed software system should be optimized and integrated at this time. From this process, we can see that the PLM project process is relatively responsible, and the project manager of the implementation party needs to have professional project management skills. The author has worked for many years and believes that there are many differences between the project management characteristics of PLM implementation projects and civil engineering and product R & D projects:

1 From the perspective of comprehensive management: PLM project has the characteristics of joint team operation and uncertainty of project scope in the early stage, and in the joint team, the conflict between the customer and the implementer in the understanding of project requirements often leads to the change of project scope. Since the change is inevitable, how to manage the change procedure, how to formulate a scientific project plan, and how to control project deliverables need the project manager to seriously consider

2. From the perspective of scope management, the implementation scope of PLM project is generally limited by the technical agreement or sow. The project scope has been fixed when the contract is signed. In fact, it is not. The technical agreement or sow often only determines the framework content of PLM project, while the particularity of customer business characteristics, nonstandard administrative management, and the inertia of designers are often not reflected in the technical agreement, Therefore, once the project manager relaxes his vigilance, it often reflects the continuous "spread" of the project scope

3. From the perspective of time management, the time node of PLM project is often fixed, requiring several months or years to complete, and there is often a more accurate acceptance node. The implementation process of PLM project is also relatively solidified, which can be roughly divided into six steps: project startup, requirements analysis, system architecture, system implementation, integration testing, and system commissioning. The tasks of each step are also similar, It is very convenient to get the project time plan. However, due to the diverse business characteristics of customers, it is necessary to flexibly adjust the project plan at the initial stage of the project and not stick to the old rules. For example, one month before the launch of the half set system, the customer began to sort out the historical drawings for import, but the implementer found that most of the historical drawings of the customer were paper files in the demand research stage, and the customer requested that vector drawings must be used in the PLM system in the future. According to the project constraints, the project manager must consider whether to extend the execution time of the historical data collation task, whether to invest more human resources, and whether this task can be parallel to other tasks

4. From the perspective of cost management, since the PLM system implementation project has been defined, the project cost is mainly divided into human cost and outsourcing cost. Labor cost since the project man days have been signed in the technical agreement, the project manager can easily calculate the labor cost of the project. The outsourcing cost also has historical items that can be used as a reference and easy to estimate. Therefore, the cost of PLM implementation project is relatively fixed as long as the project scope and time plan are well controlled

5. From the perspective of quality management, because PLM projects are all secondary development based on a certain software, customized requirements, and software development technology is relatively mature, the quality of the project depends on the implementation team's understanding of the customer's business characteristics and the customer's participation. The work of the project manager is how to mobilize the enthusiasm of customers and specify and implement the project acceptance standards under the guidance of experts with industry experience

6. From the perspective of human resource management, the whole life cycle of PLM project management products involves the planning department, design department, process department, manufacturing department, quality department and procurement department of the enterprise. The demand for human resources is often huge. Broadly speaking, it requires the participation of all customers, and the system implementers also need to invest a lot of people and days. Therefore, the project manager needs to analyze the needs of project stakeholders, and their needs are often contradictory, and the project manager of the implementation party has no control over the human resources of the customer, so human resource management is the difficulty of PLM system implementation

7. From the perspective of communication management, PLM project involves all the staff of customers, so how to maintain an effective communication mechanism to ensure that everyone works together according to the common goal is what the project manager must consider in the early stage of the project

8. From the perspective of procurement management, the hardware and software procurement of PLM projects are generally determined before the project manager of the implementation party intervenes in the project. Even if it is not determined, the customer does not need the project manager of the implementation party to intervene in the inquiry of industrial basic price difference and procurement links, so procurement management is basically not involved in PLM system implementation projects

9. From the perspective of risk management, PLM system implementation project is a high-risk project. Due to various reasons, such as conflict in PLM concept understanding, unclear objectives at the initial stage of the project, poor communication between the project team and so on, PLM system risks are often caused, and the project manager needs to put forward countermeasures at the initial stage of the project

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