模板project template po项目管理工作手册lily

作ContactContact修日期文档版本doc修订描述revise文档作者docTonyTan日期reviewReviewReview人TonyTanTABLEOF说明 项目背景Project 项目目标Project 本文件目的TheObjectivesofThis项目组织与人员安排ProjectOrganization& 项目组织架构Project 项目职责分工ProjectRoles& 项目职责分工ProjectRoles& 项目人员安排Project 项目工作方式ProjectWorking 集中办公CentralizedWorking 联合办公UnifiedProject 作息时间Working 规定Office 项目计划管理ProjectPlan 项目计划的构成TheProjectPlan 项目总体计划ProjectMaster 项目阶段计划ProjectPhase 业务小组工作周报和双周计划ModuleTeamWeeklyStatusReport&Bi-weekly 计划管理流程ProjectPlanManagement 项目会议管理TheProjectMeeting 会议类型Meeting 项目执行管理会议SteeringCommittee 项目管理周例会ProjectWeeklyStatus 业务小组周例会ModuleWeeklyStatus 联友管理周例会Lanyou-RenaissanceWeekly BPO（业务流程）双周会议BPOBi-weekly 项目特别会议Task 项目问题管理ProjectIssue 问题的定义Issue 问题管理流程IssueManagement 项目风险的定义和管理机制概述DefinitionofRisksandRiskManagement 项目风险的降低举措MitigationPlanfor 项目ProjectQuality 项目概述ProjectQualityManagementBrief 8.1.1的组织机构QualityManagement 8.1.2的主要机制TheMainMechanismofQuality 按时完成项目并超出客户预期满意度（CSS）OnTime&BeyondClient 项目交付件确认和验收Projectdeliverableconfirmationand 交付件确认流程DeliverableConfirmation 交付件验收流程TheProjectDeliverable 项目文档管理 ation 文档分类ation 文档命名规则Naming Submission,Archiving, 文 项目范围及需求管理SCOPEANDCHANGEREQUESTS 基本项目范围Scope 需求的追溯性Requirements 变更管理Change 说明Project2009年，根据公司事业计划，作为DFL1计划的一个重要项目，ZNA在郑州（国家）经济技术开发区建设新工厂，一期(年产能力为6.8万台)，计划在201010月上线，同时生产NML和东风品牌的新车型。新工厂建成后，公司将初步形成“一个研发中心、两个制造单元、两套体系、多个独根据新工厂建设需求，结合IS建设规划，分别导入了研发系统、物流系统、生产管理系统、系统及财务系统等应用系统。为解决传统的点对点应用整合方式所造成企业IT架构蛛网化，高额的成本等难题，有必要导入统一的数据总线传输总线平台，帮助简化IT架构，减少应用整合接口的数量和复杂程度，降低运作成本，提升业务灵活性和市Project建立以预算统一管控、统一调配为前提，分业务单元单独核算和分析数据的财务体满足ZNA事业发展的需要，总部、、体系TheObjectivesofThisdescribestheworkmechanismandpoliciesofprojectorganization,workstyle,planmanagement,meetingreport,issuemanagement,riskmanagement,qualitymanagement,managementandproductconfirmetc,itistheguidanceforprojectmanagement.项目组织与人员安排ProjectOrganization&ProjectThestructureofprojectteamformedbyLanyou-RenaissanceandZNAisasProjectRoles&Mainrolesandresponsibilityprojectorganizationas角色时间要Time资质要QualitySAP指导project12小时/保证每个模块都能够满足郑州日产真正的业务需求EnsurethattheirrespectivemodulesaddressZNA’srealbusinessneedsMobilzetheirstafftoparticipateintheprojectactivitiesasCommunicationofprojectissues&requirementstotheirstaff激励管理组FullFullfamiliarwithfamiliarwithcompanysubbranch属于企业内部的决策层internaldecision-保持与实施商管理层积极联系keepintouch系统实施的支持者supporterforsystem作出决定decidein较强 能力strongleadership有效的谈判技巧effectivenegotiation曾经有参与企业解决难题的经历experienceinissue较好的沟通技巧，包括能听取别人的意见bettercommunicationskillincludehearingothers’advice有项目规划的绝authorityinprojectfamiliarwithenterprise宣传组成员Communicationteam熟悉企业宣传familiarwithenterprisecommunicationchannels有较强的文字能力 ationseriousactiveworkProject20属于公司内部的决策层belongtocompanydecision了解公司的目标knowcompany系统实施的支持者supporterforsystem保持与实施商管理层积极联系keepintouchwithimplementationmanagementlevel在短时间内能作出决定decideinshort较强的能力和有效的谈判技巧leadershipabilityandeffectivenegotiationskills曾经有参与企业解决难题的经历experienceinenterpriseissuesolution较好的沟通技巧，包括能听从别人的意见strongcommunicateskillsincludingacceptingothersadvice角色时间要Time资质要QualityProjectfull对公司的经营流程有基本了解knowcompanybusinesscanworkeffectivelywitheachmanagementlevelandprojectteammember对要实施的工作有总体概念overviewinprojectcaneffectivearrangetime,andhavemulti-taskabilitystrongdemoandcommunication较强的谈判技巧strongnegotiation在短时间内能作出决定decideinshort有应用软件使用能力operateapplicationsoftwareBusinessteamfullrichexperienceinbusinessprocessofcompany,andreasonabletaskdevision作出决定decideinworkwithdifferentworkteamandinstructandinspireworkteammember能参与管理，也能参与项目具体实施工作participateinmanagementandprojectimplementationwork对项目有整体的认识fullyunderstandtheprojectcaneffectivelycontroltime,andhavethemultitaskability业务小组成员businessteammemberfullfamiliartherelativebusiness,madebycompanykeybusinessuser有计算机系统使用的经验haveexperienceincomputerstrongsystemapplication作出决定decidein较强的集体合作能力，并具有较强的表达能力strongteamworkabilityandcommunicationabilitytechnicalteamleaderfull有的相关知识haveknowledgeaboutinformationtechnology了解公司现行的流程knowcompanycurrent熟悉各种开发工具及知识familiareachdevelopmenttoolandsystemmaintenanceknowledge能有效地与各管理层及各项目人员一起工作effectivelywithmanagementlevelandeachprojectteammembereffectivelycontroltime,andhavethemultitask较强的沟通能力strongcommunication角色时间要Time资质要Qualitytechnicalteammember-full2over2yearsdevelopment较强的和口头表达能力betterationandcommunicationskills较强的分析技巧strongyze能与不同的工作小组一起工作canworkwithwork技术小组成员Technicalteammember-systemmaintenancefull2-3年经验2-3yearsystemmaintenance2-32-3yearoperatingsystemsmanagementexperience能与不同的工作小组一起工作canworkwithdifferentworkteam较强的和口头表达能力strongationandcommunicationskills较强的分析技巧strongyzeTechnicalteammember-2-3年数据库经验2-3yeardatabasemaintenance较强的和口头表达能力strongationandcommunicationskills较强的分析技巧 yzeProjectZNAteamLanyou-Renaissanceteamprojectsteeringprojectquality项目总监project项目经理project项目（激励managementteam,finicalcontrolmanagementteam销售分销小组salesdistributionteamproductplan工厂小组plantmaintenance技术小组technical数据小组data项目工作方式ProjectWorking集中办公CentralizedWorkingInordertoachievethesmoothcommunication,improvetheworkefficiencyandfinishprojecttasksontime,projectteamusecentralizedworkstyle.(Projectoffice,financialcontrolteam,materialmanagementteam,salesdistributionteam,productionplanteam,technicalteam,datateam)LocationUnifiedProject为便于联友和郑州日产汽车方人员沟通交流与研讨，联友项目成员和郑州日产汽车方项目组成员按照各组别混编在一起，在同一办公场所进行工作。Inordertoachievesmoothcommunicationanddiscussion,Lanyou-RenaissanceprojectteammembersandZNAteammembersareorganizedintomixedteams,workinginthesameWorking在周一至周五（节假日除外），联友顾问人员按照郑州日产汽车的作息时间FromMondaytoFriday(exceptholidays),Lanyou-RenaissanceconsultantshouldworkaccordingtoZNAworkandresttime.8:3012:0013:00AM:8:30–12:00PM:13:00–Ifneeds,ZNAcompanywillprovidetheworklocationandequipmentaccessauthorizationforLanyou-Renaissancestaffworkovertime.联友顾问人员为了每月flyback所需的差旅时间，至少提前五个工作日向所在小组的郑州日产、联友项目经理提出调整工作时间邮件申请。在不影响项目的前提下，经双方项项目组成员考勤统一纳入PMO后勤进行记录，每月月初PMO公布项目组考勤记录，作为项目成Forflyblackeveryonemonth,Lanyou-RenaissanceconsultantcanapplyforLanyou-Renaissanceprojectmanagertoadjustworktime.AftergetapprovalfromLanyou-Renaissanceprojectmanager,theycanadjustworktimeaccordingtoworkrequirement,tobalancethetraveltime,normallyshouldkeepatleastoneconsultantonsiteforeachmoduleteam.OfficePleasekindlytakecareofworkequipment,andkeepitinsecurityplace.Alloftheequipmentinofficecannotbelenttoothers.Pleasesaveprintpaper,collectandputsinglesideusedpaperinPleasekeepofficeclean,andcleanofficeSpeakquietlyinoffice,donotspeakloudlyormake工作时间进行玩游戏，看等与工作无关的活动Duringtheworktime,activitiesun-relatedaboutworkisnotallowed,suchasplayinggamesandwatchingmovies不能在主内吸烟Nosmokinginthemain项目计划管理ProjectPlanTheProjectPlanTheprojectplanscandivideintotheprojectmasterplan,theprojectphaseplanandthemoduleteamweeklyreportaccordingtotheprojectphaseplan;Maydivideintotheprojectgroupplanandtheteamaccordingtotheorganizationscopeplans.项目总体计划ProjectMaster计划为文件，在项目内容出现重要变化时进行更新。Theprojectoverallplanistheentireprojectdevelopmentworkplan.Itcoversentireprojectduration,includingdetailsofeachphase..Theprojectoverallplandescribesprojectmaintasks,tonesanddeliverables.TheprojectoverallplanisaMSProject.ItwillbeupdatedwhentheprojecthasradicalchangesbutmaintainthebaselineoftheoriginalapprovedTheprojectmanagerisresponsibleforformulating,renewingandpromulgatingtheprojectoverallplan.项目阶段计划ProjectPhase任务都应该制定一个具体的。Eachprojectphaseplancoversthetasksforawholeprojectphase.Eachplanlineisassignedtoasingleresponsible 项目阶段计划为MS-Project文件，阶段滚动，动态更新，在阶段开始1-2周前完成最初版本（具体时间将由项目管理分阶段提出）。EachprojectphaseplanisaMS-ProjectTheinitialeditionwillbecompleted1weekbeforethephasestarts.业务小组工作周报和双周计划ModuleTeamWeeklyStatusReport&Bi-weekly的工作进度、遇到的问题和风险等，双周计划列示下两周准备完成的工作、到期日和等。计划。每周四下午16：00，各个模块小组长应更新该工作周报和双周计划，以备第二天上午9：00MS-Excel编制。Thefilecontainstwoparts:moduleweeklystatusreportandBi-weeklyplanforthenexttwoweeks.Theweeklystatusreportshouldreportthestatusofthisweek,issuesandrisksetc.TheBi-weeklyplan,shouldlistallthetasksthatareplannedforthenexttwoweeks,includingtaskstobedone,duedateandresponsible.Allmoduleleadersshouldsubmitthisfilebefore16:00ofeachThursday,andupdatethisfileagainbefore16:00ofeachThursday.PMOisresponsibleforupdatingprojectphaseplanaccordingtotheweeklystatusreportthatfromeachmodule.ProjectPlanManagement业务小项 执行管开是否到关是执行计汇否更新项目计否是结项目会议管理TheProjectMeetingMeetingAccordingtothescopeandthelevelswhichinvolveswithcommunication,thecommunicationcanbedividedinto:项目指导会议SteeringCommittee项目指导会议一般一个月分两次召开Thesteeringcommitteemeetingwillnormallybeholdtwiceineach3号～5号。主要讨论项目的进度、下阶段的计划和遇到的问题、风险和资源问题等。Firststeeringmeetingwillbeholdaround3~5ofeachmonthtopresent&discuss:projectprogress&planprojectteam&resource,issuesandrisks15号～20号。主要讨论项目内部的团队、问题和的风险等。Secondsteeringmeetingwillbeholdaround15~20ofeachmonth.Mainlyfocusonprojectteam,issues&risks项目管理周例会ProjectWeeklyStatus9TheprojectmanagerholdsweeklyprojectmeetingsonFridayat业务小组周例会ModuleWeeklyStatus项目经理每周定期听取各个项目小组工作情况回报，便于各个业务小组的工Projectmanagereachweeklistenstoeachprojectteam’sworkingreport,itishelpfultomonitoreachteam’swork,andpromptlydiscoverandsolvetheissues.每周定期召开，通报联友公司内部管理和项目进行情况等议题EachweekthemeetingwillregularlyheldtoreporttoLANYOU-RENAISSANCEinternalmanagementandtheprojectstatusandsoon. EachmoduleleadermeetswithhisrespectiveBPOatleastonceeverytwoweekstoinformhim/herofthesituationofprojectanddiscussproblemsandother特别会议Task业务Itisthetemporaryworkshopwhichistosolveparticularcaseortheunusualsituationintheprocessofproject.Theprojectandtheteambothhavethepossibilitytoholdthespecialconference.Meeting项目执行管理会议SteeringCommitteeTime:Holdby-weekly.Thefirststeeringcommitteemeetingwillbe3or4ofeachmonth,thesecondmeetingwillbearound15to20thofeachmonth.Thespecificmeetingtimewillbeannounceoneweekahead.召集/主持：项目召集Preside:Project参加人员：项目指导所有成员，项目主要成员和项目骨干成Member:Allsteeringcommitteemembers,MainProjectOfficeMembers,Projectkey会议主要议题Reporttheprogressoftheproject,mainresultsofeachphase,projectworkplanforthenextphase.项目执行管理（郑州日产汽车和联友相关）就项目主要Thesteeringcommitteeleadership(XXXXXXandLanyou-Renaissancerelatedseniorleadership)discussaboutmainitemfruit,theprojectworkplanfornextphase,andfinallyreachconsensus.Discussotherimportantissuesandreach会议地点：合适的会议场Venue:ameeting会议记录：项目MeetingRecord:Project项目管理周例会ProjectWeeklyStatus会议时间：每周一上午9：00，约进行2个小Time:EveryMonday9AM,about2召集/主持：项目经Preside:Project参加人员：项目组所有成Members:Allprojectteam会议主要议题Basedontheweeklyplan,reviewandsummarizethemaintasksanddeliverablesoflastweekorphase,anddiscusstheplanandkeystonesofnextweekornextDiscusstheissues,risksandotherkeytopics,andreachconsensus;Orinviteprojectsteeringcommitteetohaveadiscussion.会议地点：适合的会议场Venue:ameeting会议记录：项目MeetingRecord:Project业务小组周例会ModuleWeeklyStatus会议时间8:3010:30SDMM，10:3012:00PP2：004:00FICO，4:00–6:00技术和主数据。Time:EveryThirsdayAM8:30–10:30SDMM,AM10:30–12:00PPPM,PM2:004:00FICO,PM4:00–6:00Technical&Master召集/主持：项目经Preside:Project参加人员：相关业务组组长和业务责任Members:Moduleteamleaderandteammembersresponsibleforthe会议主要议题Moduleteamweeklyplanastoolsanddiscussbasic,summarydeliverablesandprimaryworkinlastweekorlastphaseofmodule,discussworkplaninnextweekornextphaseDiscusstheissues,riskandotherkeyissuesduringtheprojectandreachconsensus.OrinvitetheSteeringCommitteetodiscuss会议地点：适合的会议场Venue:ameeting会议记录：项目MeetingRecord:Project联友管理周例会Lanyou-RenaissanceWeekly会议时间：每周三下午17：30。会议约进行半个小Time:EveryWednesday17:30,abouthalfan召集/主持：联友项目经Preside:Lanyou-RenaissanceProject参加人员：顾Member:会议主要议题CommunicateLanyou-Renaissancelatestdevelopments,theconsultants’dailyneeds,andotherproject-relatedissues.会议地点：适合的会议场Venue:ameeting会议记录：项目MeetingRecord;ProjectBPO（业务流程）双周会议BPOBi-weekly会议时间：每两周，具体会议时间由各小组决TimeBi-weekly,Thespecifictimewillbedecidedbyeachmoduleteam。召集/主持：业务小组组Preside:Moduleteam参加人员：业务小组成Members:Moduleteam会议主要议题Basedonmoduleteamphaseplanandbi-weeklyplan,discusstheworkplanandkeystoneinnext2weeksornextstep.讨论业务组工作进行中出现的问题、风险和其他关键议题，达成共识并寻求BPO的参与Discusstheissues,risksandotherkeyissues,reachconsensus,andseektheparticipationandsupportfromBPO.会议地点：适合的会议场Venue:ameeting会议记录：项目MeetingRecord:Project项目特别会议Task会议时间：项目进展中出现需要立即决策或协调的重大事项Time:Whenthereisamajormatterneededtobecoordinatedordeterminedduringthe参加人员：郑州日产汽车ERP项目部主要成员，联友项目主要成员，事Member:ZNAERPProjectmainmembers,Lanyou-RenaissanceProjectOfficemainmembers,otherrelatedmembers.会议主要议题ExplainanddiscussthebigIssuesmanagementdiscussion:ifitrefersprojectchanges,itshouldbeaccordedto“projectchangementcontrolprocess”;ifitrefersissuemanagement,itshouldbeaccordedto“issuereportprocess”.会议地点：合适的会议场Venue:ameeting项目问题管理ProjectIssueIssueIssuesarestandpointsortaskswhichmaypreventprojectfrombeingimplementedsuccessfullyduringimplementation.Andissuesmayimpactprojectprogressbymorethantwodays.Thoseslighterrorsormistakesarenottreatedasissues.Systemissue:e.g.Defectofdefinedprojectmethodologywhichcan’tleadtocertainprojectachievement.Projectmanagementissue:Projectmeetingcan’tsolvequestionswhichpreventsprojectfromgoingon.Resourceissue:e.g.Keyuserisnotenoughorconsultant’sworkingtimecan’tbeIssueManagement按照双方签订的《工作说明书》中“附录A-3：问题上报流程”，项目中出现问题的提交与处理流程Followingistheprocessofissuesubmissionanddisposal,whichisaccordingwiththeattaentA-3,processorissuereport,inworkinginstructionsignedbybothparties.问题层级1：业务小组成员发现问题，先由业务小组长尝试解决。如业务小组组长无法在二个工作日内解决，经小组讨论，由联友组长填写问题登记表。问题提交单经联友组长、郑州日产汽车业务组长签字后递交项目。项目对《问题登记Issuehierarchy1:Businessteamleadershouldtrytosolvetheissuewhilebusinessteammembersubmitstheissue.Ifbusinessteamleadercan’tclosetheissuein2days,Lanyou-Renaissanceteamleadershouldfilloutthe“issueregistrationform”afterteamdiscussion.IssuesubmissionformshouldbesignedbybothLanyou-RenaissanceteamleaderandHolcimbusinessteamleaderbeforeitissubmittedtoprojectoffice.Projectofficeshouldsummarizethe“issueregistrationform”.ZNAprojectmanagerandLanyou-Renaissanceprojectmanagerwilldiscusstheissueandtrytosolveitinexpectedtime.接收-联友项目经理和郑州日产汽车项目经理确认这个问题会影响项目顺利进Accept–Lanyou-RenaissanceprojectmanagerandZNAprojectmanagerconfirmthatthisissuewillimpacttheprojectprogress.-联友项目经理和郑州日产汽车项目经理认为这个问题与本项目无关，关闭这Reject-Lanyou-RenaissanceprojectmanagerandZNAprojectmanagerconsiderthatthisissueisnotrelevanttotheprojectandthereforeclosetheissue.确定问题优先级-联友项目经理和郑州日产汽车项目经理根据问题对项目进程的Definetheissuespriorities-Lanyou-RenaissanceprojectmanagerandZNAprojectmanagershoulddefinetheissuesprioritiesbasedonimpacttoprojectprogress.Therearethreemainpriorities:高。会对项目的进程有显著的影响。如果不解决，项目有停顿或进程显著推迟的。High,therewillbeseriousimpacttoprojectprogress.Ifissuesarenotsolved,projectmustbepausedorpostponed.Anddefinitedeadlineoftheissuetobesettledisrequired.Mustinformprojectsponsorimmediay.Middle,therewillbeimpacttoprojectprogress.Ifissuesarenotsolved,projectmaybepostponedorprojectqualitywillnotbeverygood.MustinformprojectsponsoronsameLow,projectprogresswillnotbeimpactedatpresent,butstillpayattentionontheimpossibilitytobetheeffectelements.分配问题-联友项目经理和郑州日产汽车项目经理将问题分配到项目组成员。责成问题寻找解决方案，明确要求完成时间。Assignresponsiblefortheissue-Lanyou-RenaissanceprojectmanagerandHolcimprojectmanagershouldassigntheissuetoacertain ,whoshouldfindthesolutionandconfirmthedeadline.处理-问题提出解决方案。召开处理会议，处理结果向项目报告Disposal-whoresponsiblefortheissueshouldholdadiscussionmeetingandprovidesolution.Theresultshouldbereportedtotheprojectoffice.状态-联友项目经理负责问题的状态。在每周例会中问题的解决情况Statustracking-Lanyou-Renaissanceprojectmanagershouldberesponsiblefortheissuestatusinweeklymeeting.关闭-联友项目经理和郑州日产汽车项目经理确认问题已经处理或不再影响项目Close–IssuecanbeclosedafterLanyou-RenaissanceprojectmanagerandHolcimprojectmanagerconfirmthatissuemaynotimpactprojectprogress.联友方双方项目经理将此问题提交给双方项目。郑州日产汽车方项目将与联友项目会谈以期解决相关问题。Issuehierarchy2:Lanyou-RenaissanceprojectmanagerandZNAprojectmanagershouldsubmitissuestotheresponsiblefortheprojectwhentheissuescan’tbesolvedin3daysinhierarchy1.ResponsibleofbothZNAandLanyou-Renaissancewilldiscusstheissueandtrytosolveitinexpectedtime.TheteamleaderofZNAandLanyou-Renaissancetogethercommunicatetodealwiththeissues.问题层级3：如问题层级2的仍无法解决，则应按照协议相关条款处理，或由郑州日产汽车联友双方项目将此问题提交给项目指导进行讨论解决。Issuehierarchy3：Iftheissuecan’tbesolvedinhierarchy2,itwillbedisposedaccordingtorelevantagreementitems.ResponsibleofbothHolcimandLanyou-Renaissanceshouldsubmittheissuetotheprojectcommittee.在解决过程中，联友同意继续进行无服务部分的工作Lanyou-Renaissanceagreetocontinuethejobwithoutanyissuewhilesolvingtheother问题处理流程图如下所示Followingisthedisposal开开NYYYNNYN结项目风险管理RiskDefinitionofRisksandRiskManagementMechanismTheprojectriskistheeventcausingoneorsomeobjectsoftheprojectfailtobereached.Theprojectriskistheeventnothappensyet,sothekeyaspectofriskmanagementisprecautionandavoiding.Butoncetheeventhappens,projectriskturnsintoaissueandshouldbeputinissuemanagementprocedures.要实现有效的风险防范和管理，主要有两个方面工作：Torealizetheeffectivepreventionandmanagementofriskneedstworespectsthework:(&潜在影响)：包括进行项目环境评估（业务风险、技术风险、企业政治风险等)，定义风险类别，制定风险，定义风险危害程度，并识别利益相关者Identifytheprojectrisks(likelihood&potentialimpact):includingcarryontheenvironmentalassessmentofproject(businessrisk,technologicalrisk,enterprise'spoliticalrisk,etc.),definetherisk’scategory,maketherisklist,definethedegreeofseverity,andidentifytherelatedsides.果追踪，必要时采取进一步行动等Actionstoreducetheopportunityofrisk:Includingmakeriskreductionplan,implementtheriskreductionplan,tracktheeffectoftheriskreduction,adoptfurtheractionsincaseofnecessity,etc.IdentificationofTheidentificationoftheprojectriskistheimportantactivitytocontrolandysestheprojectstatusandprogress,finishedbyprojectmanagerandteamleaders.Ontheotherhand,eachprojectteammemberneedtoreportanyexist,potentialorrealizablerisktotheprojectmanagerortheteamleaders,becauseitdirectlyeffectsthesuccessofanyproject’simplementation.目阶段计划管理结合）。对相关的风险进行定义类别，并制定风险，对各一项风险评估阶段出现风险的防范举措和实施效果，为项目风险管理积累经验。Theriskidentificationandmanagementofeachphase:Theprojectmanagerwillorganizeteamleaderstoassesstherisksoftheenvironment,content,progress,qualityanddeliverablesoftheproject(thisjobwillbecombinedwiththeplanmanagementofeachphase).Definerisk’scategory,maketherisklist,assessitsseverity,identifytherelatedsidesandprepareformakingtheriskreductionplan.Atthesametime,reviewthepreventionactionsandtheeffectoftheactionssothataccumulateexperiencesfortheriskmanagementofthe风险的日别和管理：在制定项目周计划和周报告过程中，项目经理、业务小组组长都有风险议题后，由业务小组组长或项目经理在周报告中说明，项目负责组织分析项目风险，并制定及实施风险降低计划。Thedailyidentificationandmanagementoftherisk:Inthecourseofmakingtheprojectweeklyplanandweeklyreport,projectmanagerteamleadersallbeartheresponsibilitytoexaminethepossibleriskintheproject.Intheregularmeetingofprojectmanagementandallteams,themeetingholdersalsohasresponsibilitytoorganizeallattendantsparticipatingindiscussionontheriskissues,soastoidentifyandpreventtherisksmosteffectively.Theteamleadersorprojectmanagerareresponsibletoinformtheriskissuesinweeklyreports,andprojectofficeareresponsibletoorganizetheysisofrisksandimplementationthemitigationplan.MitigationPlanfor项目风险的降低由项目负责制定计划并组织执行。Theriskmitigationplanismadeandorganizedtobeimplementedbyprojectoffice.制定风险降低计划。根据风险产生的原因不同，风险的降低计划可能包括：Afteridentifyingtherisks,projectofficemakesthemitigationplanthroughrisks’categories,rootcauses,possiblethreats,andrelatedsides.Accordingtothedifferentcauses,theriskmitigationplancould架构，选择更加合适的方法论，并就此议题与郑州日产汽车相关项目人员进行研讨，在Technologicalrisksortheprojectmethodologyrisks:LANYOU-RENAISSANCEwilladjustmethodologyortechnologicalframeworkandchoosemoresuitablemethodologyaccordingtotheconcretecharacteristicsofthisproject.AnddiscussandagreewithrelatedZNAteamsontheissuebeforeimplementingtheplan. Riskoftheprojectmanagement:LANYOU-RENAISSANCEwilladjustthemethods,procedures,toolsorneloftheprojectmanagement,andimplementtheplanafterdiscussingandagreeingwithrelatedZNAteamsontheissues.Riskofprojectresources:Thesidethathasresourcesproblemswilladjusttheresourcesaccordingtotheactualresourcerequirementsafterreachingagreementbybothsides Afterthemitigationplansfinished,theprojectofficewillorganizerelevantpeopletodiscuss,confirmandorganizeittobecarriedout.Attheendofeachphaseorafterariskdisappears,theprojectofficewillorganizetheassessmentoftheriskandloweringeffect.项目ProjectQuality项目概述ProjectQualityManagementBrief联友咨询作为全球领先的咨询服务供应商之一，其项目的目标有三个层面：Asoneofthegloballeadingconsultingservicers,therearethreeaspectsinobjectsofitsprojectqualitymanagement根据合约的规格及预算范围，准时提供项目交付成果；Offertheprojectdeliverablesontimeaccordingtothespecificationofthecontractandbudget,对于所有交付成果的质量，达到客户的需求；Thequalityofallthedeliverablesmeettherequirementsofclient对于关键的满意度标准，客户的期望。Keyindexofsatisfactionbeyondtheexpectationsofclientordertoachievesuchqualitymanagementobjects,LANYOU-RENAISSANCEteamwillcarryoutfromtwoaspects:organizationandmanagementmechanism的组织机构QualityManagement在以往的历史经验分析中，联友也可以看到，控制项目质量的关键，在于项目的举措。项目决策和计划的偏差，是和未有效控制各种因素的主要根源。建立Lookingintopasthistoricalexperiences,LANYOU-RENAISSANCErealizesthatthekeyfactortocontrolprojectqualityliesinprojectleaders'measures.Deviationofdecisionsandplansofprojectmanagementisthemainreasontocauseorfailtocontrolthenegativefactors.Setupaprojectmanagemententitywithrationalstructureandeffectiveforce,itisthereliablefoundationandguaranteethatthewholeprojectachievessuccessfinally.因此，联友对郑州日产汽车项目建议的方案，将基于项目组织架构，对应总体项目管理及各项目管理层次，进行质量和管理。另外，联友还将亲自负责一支独立(IQA)团队，作为第项目质量 ThereforeLanyou-Renaissance’ssuggestedqualitymanagementsolutionwillbebasedontheorganizationstructureandconductthequalitycontrolandmanagementaccordingtooverallandalllevelsofprojectmanagement.Besides,Lanyou-Renaissance’sTopmanagementwillleadaindependentqualityassessment(IQA)teamtoaudittheimplementationworkofteamsaswellasoverallstatusofprojectasathirdpartysupervisor.ThesupportsfromZNA’stopmanagementarealsosignificanttoqualitycontrolwork.Itensuresthecooperationworkofbothsidestobecarriedoutsmoothlyandorderly.Thisisalsothekeyfactortothesuccessofthe的主要机制TheMainMechanismofQuality有了可靠的质量组织，就需要高效能的机制来执行管理层的质量举措，基于联友的三点结合的方法论来讲，主要包括：Inadditiontoareliablequalitycontrolorganization,itstillneedsahighefficiencymechanismtocarryoutthequalitycontrolmeasures.OnthebasisofLANYOU-RENAISSANCE’smethodology,itincludes:RiskProjectlevelqualitycontrolandoverallprojectindependentevaluationandauditing(ClientSatisfactionSurveyCollectandfeedbackinformationofclient’sdegreeofsatisfaction(ClientSatisfactionSurvey)险管理方法已经一章论述，这里不详细展开。Riskmanagementistolookfortheupwardoutlettoreducethepossibilityofdownfallatthesametime.Becauseofassumedfactorsandprojectimplementationenvironment,anyprojecthassomeuncertaindegree.Theprojectriskcan'tbeignored,butalotofriskscanbepredictedandreduced.Thedetailedriskofficeprocedurewhichhasalreadybeendescribedintheabovechapterwillnotbediscussedin项目层次质量控制和项目总体的独立评审与稽核Projectqualitycontrolandprojectindependentevaluationandauditing独立评审与稽核即为质量保证，其目标一般是以独立方式，从第的角度项目任务的管理层独立报告问题的，以便在必要时逐级上报产生的问题。同质量控制不同的是，质量保Thecontentofqualitycontrolisexaminingthedeliverablesofeachphaseofaproject,ensuretohandoverthecustomer’srequiredproduct;Overallprojectindependentevaluationandauditingnamelyitisqualityguarantee.Theobjectofitusuallyistocontroltheexecutionoftheprojecttaskintermsofthirdpartybyindependentauditing.Itwilldrawtheinformationanddatareflectingtheprojectachievementsandprocess.Qualityguaranteesareabletoimprovethetransparencyofproject,andofferthebasisofrevisingforthehigh-qualitydeliverableshandedoverbyprojectmembers.So,qualityguaranteesitiskeyfactorthataprojectsucceeds.Atthesametime,thereshouldbeachannelofreportingthequestionindependentlytopropermanagementinordertoreportthequestionproducedstepbystepincaseofnecessity.Withadifferencewithqualitycontrol,qualityguaranteesstressonwhethertheworkflows,standardsandplansarealreadycarriedoutproperly,thusaudittotheprojectresult.质量保证应具备以下职责：Qualityguaranteesshouldbearunderneath通过开发过程来保证工作产品质量；Guaranteethequalitythroughmonitoringthecourseofdevelopment.保证开发出来的产品和开发过程符合相应标准与规程；Ensurethedevelopedproductsanddevelopmentprocesscomplythestandardsandregulations.保证产品、过程中存在的问题得到处理，必要时将问题反映给高级管理者；Ensuretheissuesofproductsanddevelocoursebehandled,andinformtheissuestoseniormanagementifnecessary确保项目组制定的计划、标准和规程适合项目组需要，同时满足评审需要；Ensuretheplansandstandardsregulationsmeettherequirementsofprojectteamandaudit向开发人员提供反馈。Feedbackto收集和反馈客户满意度信息(