【文章內(nèi)容簡介】 lestone and key future activities. Channel 2: Communication between Project Office and Project Steering CommitteeProject Office should municate the following to Project Steering Committee on a regular basis: Status summary of each individual project. Significant actual cost variance versus planned project budget that requires the attention of the Steering Committee. Major potential project delays that affect the Master Implementation Plan. Major resource contention or project issues that requires Project Steering Committee decision. Project Office is expected to provide remendation to Project Steering Committee for consideration. Communication Plan to update Huawei enterprisewide regarding project status. External Communication Plan to Huawei customers or suppliers(if required) regarding project activities.Channel 3: Communication between Project Office and other Huawei entitiesProject Office should act as the single point of contact to municate all project status to other Huawei entities, such that a consistent message has been conveyed throughout Huawei. Also, to improve the transparency of the progress of these projects, Project Office should municate the project status on a regular basis to Huawei staff, either through internal publication or a Project Office intranet web site.Channel 4: Communication between various projectsDifferent project teams have needs to municate with other project teams during the whole project cycle. There are discussion matters that can be resolved between project teams through daily contacts, which may include: Understand the objectives and scope of other projects. Understand the design and implementation approach of other projects. Decide on an agreed approach to tackle similar issues. Request support from other projects in terms of facilities or human resources. Decide on the intersection points during process flow design between two projects. Intersection points decision that requires consensus from more than two project teams need to be escalated to Project Office.There are also discussion matters between project teams that need to go through or escalate to the Project Office for resolution, which include: Change of project scope that may lead to overlap of scope with other projects. Project interdependencies that may affect more than one other projects. For example, dependency such as the process design in Project A that will affect the process design in other projects should be raised and go through Project Office. Resource contention among projects that cannot be resolved between project owners.Major CheckpointsOnce the Project Office and munication channels have been defined, the timing for project review or checkpoints by Project Office has to be established. Major checkpoints are the points at which individual projects will be formally monitored. The purpose of these checkpoints is to check the progress and status of each project. Major project checkpoints suggested by each of the business reengineering and I/T projects are defined Table 1 on page 9. Other checkpoints may be further defined by the project manager at the start of each individual project.Table 1 Major checkpoints for each projectProjectsMajor CheckpointsIntegrated Product Development Start of Project End of Focus Phase End of Invent PhaseMarket Management Start of Project End of Focus Phase End of Invent PhaseMRP II Enhancement Start of Project End of Focus Phase End of Invent PhaseTotal Supply Chain Management Feasibility Start of Project End of Initiation Phase End of Internal Assessment End of External Assessment End of Feasibility AssessmentPost Sales Customer Services Start of Project End of Focus Phase End of Invent PhaseProject Investment Management Start of Project End of Focus Phase End of Invent PhaseCosting Start of Project End of Focus Phase End of Invent PhaseBudgeting amp。 Forecasting Start of Project End of Focus Phase End of Invent PhaseI/T Processes Start of Project End of Implementation Phase 1 End of Implementation Phase 2Technology and Product Standards Start of Project End of “Define Standard Definition Approach” Phase End of “Define Standard for Each ABB Within Scope” Phase End of ProjectNetwork Infrastructure Start of Project End of “Specify Detailed Requirements” Phase End of “Define Network Standards” Phase End of “Design amp。 Implement Network Management Solution” Phase End of “Define amp。 Implement Actions for Security for the Internet Interface” Phase End of “Design amp。 Implement Remote Access Solution” Phase End of “Design / Implement Network Upgrade to Enhance Network Availability and Capacity” Phase End of “Design / Implement FAX Server Solution for Procurement” PhaseBusiness Recovery Start of Project End of Business Impact Analysis End of Risk Analysis End of Environment Analysis End of Business Recovery Strategy End of Development of I/T Contin