【正文】 rnal consultants, Huawei’s customers and suppliers. Minimize the impact of project issues and risks. Ensure use of external consultants is managed and coordinated effectively. Remove the need for executive sponsorship of projects. Undertake work for individual projects. Sign contracts for external consulting resources. This will be the responsibility of the executive sponsor of each project with the specific intention to ensure ownership of projects rests with that sponsor. Logistic arrangement for internal Huawei meetings, interviews, surveys or facilitation sessions that are required by each project team. These arrangements are the responsibility of each project team.Scope of the Project OfficeThe Project Office will oversee all 13 Business Reengineering and I/T projects that are defined in the I/T Strategy and Plan Phase 3 report, and other followon associated projects that may eventually be created from these 13 projects. Also, other project initiatives that have potential impact to the project dependencies and resource contention with these Phase 3 projects should be governed by this Project Office, such that Huawei’s overall interests are protected. Project Organization and Structure Huawei / IBM Project Steering CommitteeHuawei / IBM Project OfficeBR01.Integrated Product DevelopmentBR02.Market ManagementBR03.MRPII EnhancementBR04. Total Supply Chain Management FeasibilityBR05.Post Sales Customer ServicesBR06.Project Investment ManagementBR07.CostingBR08.Budgeting amp。 Product StandardsIT03.Network InfrastructureIT04.Business RecoveryIT05.Enterprise Data ModelOther Project InitiativesFinanceOther Project InitiativesHuman Resources SAPCommunication Channels of Project Office2314Matters that need to go through Project Office.Matters can be resolved between project teams.Huawei EnterprisewideProject BProject AProject OfficeProject Steering CommitteeChannel 1: Communication between Project Office and various projectsProject Office will use this munication channel to highlight and enforce standards across all projects, such as documentation and naming standards. In turn, individual project should use the Project Office as a channel for the following purposes: Highlight resource contention issues to Project Office and provide justification to Project Office for final decision. At Project Start time, provide “Project Initiation Report” to Project Office for future project management. A sample “Project Initiation Report” is provided in the Appendix. Each Project Initiation Report should include key information such as: Approved project budget Measurable project benefits Potential project risks and contingency plan The actual project cost versus the planned project budget. Project Budget is a key framework upon which deviations can be identified. It is helpful to closely tie milestones into the actual vs. forecasted budget analysis process to ensure variations are tracked. The major milestones achieved during the reporting period. The major activities pleted during the reporting period. The key dependencies and resources requirements to ensure future project progress. Alert Project Office of any project interdependencies with other projects and the remend approach to address these dependencies. The next milestone 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: Significant actual cost variance versus planned project budget that requires the attention of the Steering Committee. 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. 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 design