Speaking of the planning stage of the project, the author thinks that the work before the design is finalized mainly belongs to this stage. In the eyes of some companies, the project planning stage is just "submitting for approval on behalf of Party A" and "knocking on the seal". In fact, it's much more than that. Including demand analysis and evaluation, investment decision-making, project team formation and communication methods, project goal establishment, feasibility study, financial planning, site selection, scheme design, project implementation scheme preparation, procurement and signing strategy determination, etc. The project planning stage affects the project more than 75%, so it is the most important stage in the whole project management.
There are many clues to project planning, especially the early planning of industrial owners, and the fields involved are unfamiliar to general construction consulting companies. Therefore, unless the company does have reliable and experienced human resources, it is generally not appropriate to undertake it easily. In my opinion, as a project manager, the important thing is organizational ability. We can organize visiting business consulting experts or even outsource them to professional business consulting companies to do these jobs. This is a truly professional and responsible attitude. In order to earn consulting fees, or to show the strength of the company, we must not make up the feasibility study report as a form similar to "fishing" projects and cheat the infrastructure funds first. This practice will eventually ruin the credibility of the engineering consulting company. Recently, the central government changed the investment system. For projects without government investment, the approval is cancelled and only approved. Business feasibility study, market analysis, technical analysis, etc. Completely ignored by the government, the owner is responsible for it. This also means that the project management company doing the preliminary consultation has a heavier responsibility. To do a good job in feasibility study, it needs to show its professional attitude and solid business ability.
Next, when doing demand analysis, we should pay attention to exploring the potential and real needs of the owners. The needs expressed by many owners in the early stage of the project are not necessarily his deep-seated goals, which need to be consciously explored and explored by the project manager. For example, some owners say they want to build a five-star office building. This is just his superficial need. His real demand may be the psychological satisfaction brought by the social benefits of luxury office buildings, or he may just hope that the high rent of five-star office buildings will be transformed into investment returns as soon as possible. He is not very clear about what configuration a five-star office building means, how big the investment is, and what operating costs it will bring. We discussed with the owner and made it clear that the real long-term goal of the project is mainly to return on investment and give consideration to social impact, rather than just focusing on fame and ignoring benefits. Then, we discuss the financing ability with the owner in a clear and direct way, and estimate the occupation period and amount of construction working capital. Finally, the owner changed his mind and came to a new conclusion: in order to get an early return on investment, the standard of four-star office buildings is feasible. At present, the buildings built according to the adjusted target are nearly completed and all of them have been sold, and the real demand of the owners-the investment return plan has been implemented.
In the process of project management, people often complain: "Safety first, quality first, economy first, or time limit for a project first?" This is a question of values. Enterprises have corporate culture, and projects also have project culture. The core of project culture is the values of project decision makers, which is the first important goal of this project. We have met many owners in Taiwan Province Province, who attach great importance to Feng Shui and think that the villa is good in Feng Shui and nothing will happen. This fully shows that its requirements are safety first and quality first. Some of them are ambitious: they must build the best office building for China people in this treasure land. In such a project, exceeding the budget and extending the construction period are really not the most important, but the taste and quality of the project are not sloppy at all. This project culture is very important for judging the success or failure of a project. When we set the project objectives at the beginning, we should thoroughly find them out and formally put them into the project plan.
At present, domestic project management companies rarely intervene in the project concept stage. Because the owner had not made a decision on the project at that time. But as far as the project is concerned, the sooner the project manager gets involved in the project, the better. On the one hand, the knowledge, skills and experience of the owner and the project manager will not be exactly the same, so the understanding of the project will be different. Let the project manager participate in the project as soon as possible, which will help him understand the long-term strategic background of the owner as a whole and can be better implemented in the project. On the other hand, the project manager and his team, including his consultants, can provide professional advice as soon as possible to correct the deviation of project planning.
In addition, risk management is also a very important part of early planning. According to the principle of project management, a project has the highest uncertainty in the initial stage. But it is also at this stage that the plasticity of the project is the greatest, and the opportunity to transform the project is also the greatest. At this time, the funds needed to be invested are the least. Therefore, it is most beneficial to strengthen risk management at this time, with the highest input-output ratio. In practice, owners often think that the planning stage is very busy and there is a lot of work, so they have no time to sit down and discuss risks, identify risks and study emergency plans. But we must explain to the owner that it is the best way to do everything in advance, not to waste it in advance, and to decide before moving. Risk management is the first step, and the control of the project is much more active than cramming.
Finally, in the project planning stage, value management is also indispensable. The so-called "scheme optimization" is essentially to increase the value of limited resources, or to maximize the investment benefit of owners. After defining the objectives and policies of the project, even the architect's extraordinary play must conform to the basic value orientation of the investor.
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