羅蘭貝格project_managementppt13英文-電子商務(wù)-資料下載頁(yè)
【導(dǎo)讀】1. ProjectManagement. Rotterdam,March2020. 2. project. employees. TheProjectManager'stasks. Team-. Management. Client-. Management. 135. 24. 3. Innovation. Motivation. ofrbteam. Quality. Adherence. tobudget. and. schedule. Professional. conduct. Successful. follow-up. acquisition. Management. of. expectations. Client. retention. Business. success. Client. satisfaction. External. success. criteria. Internal. success. criteria. 4. Team-. Management. Client-. Management. Checklist:. Checklist:. Common. understanding. ofconsulting. Motivationfor. project. Information. aboutproject. Staffingthe. project. Structuringof. project. Technical. preparation. Re-briefing. with. Partner. Traveland. lodgings. Timeschedule. Confirmation. ofproject. structuring. Information/. requests. Infrastructure. forteam. Introduction. ofteam. Timeschedule. Confirmation. ofproposal. Timeschedule. 5. 1.2.3.4.5.6.7.8.9.10.11.12.Projectstrategy. andvision. P&L/balancesheet. Coreprocesses. Products. Locations. Potentials. Revenues. Personalcost. Othercost. Performance. ponents. Contract. Communication. Stop-or-godecision. Final. presentation. ModuleLevel. Presentations. EXAMPLE. Projectplanning. I. II. III. IV. V. 6. Internalkick-off. kick-off. Partner,AssociatePartner. PM,Consultants. Editing. Info-Center. 1. ObtainPnumber. 2. interrelationships. milestones). 3. Internalkick-off. Discusshypothesis,projectanization,Communicate"rulesofgame". seminars,vacation,…DefineInfo-Manager. (.boardmembers)tosecretaries. 4. Teamrooms,cupboards,PC,printer,Officesupp
【正文】 d within CC Project assessment ?Bottomup assessment ?Topdown assessment ?Joint feedback within team ?Services feedback (Graphics, Editing, InfoCenter) ?Analysis of used budget (fees, incidentals) ?Fun event if budget target is met Financial closing ?Check/send find invoices ?Close project number and travel expenses ?Clarity bonus agreement/success fees Checklist for project closure 1 2 3 Client satisfaction ?Ask client to fillout Pro CLIENT form ?Informal feedback interview with client39。s PM and/or board ?Identify/discuss potential areas for future Roland Berger – Strategy Consultants projects (. 1,000 mile inspection) Farewell of client team ?Organize farewell event ?Write thankyou letter to key players ?Informal feedback interview with key players Handing over of project responsibility ?Define project timetable and implementation schedule/responsibility ?Thorough handingover of documents, data + files ?Return all borrowed items! 1 2 3 Cultivation of client relationship ?Define contact responsibilities on top and middle management level ?Define recipients of Christmas cards and municate to secretary ?Ask for reference permission 4 Team management Client management 12 A few key rules should be kept in mind for topdown project assessment and feedback Topdown project assessment – Key rules 1. Give positive and constructive feedback ? Constructive feedback, no venting of own anger ? The objective is a change in behavior, not a faultfinding postmortem 2. Concentrate on specific facts and current behavior ? Current behavior is the issue, not a character analysis ? Active search for opportunities and examples to ment on behavior perceived 3. Select the right time for giving your feedback ? As close as possible to the relevant activity, not only at the end of the project ? Talk about expectations for the next situation 1 2 3 13 Thanks for your attention!
鄂ICP備17016276號(hào)-1