In early April 2021, the company invited Mr. Zhang Soaring from Roland Berger Consulting to conduct a practical training on R&D project management at the Fengming client site in Guangdong. All management,
project managers, and client representatives attended the training.
During the training process, Teacher Zhang used case stories to elaborate on the various stages of the project, and interactive discussions were conducted throughout the classroom, allowing each participant
to have a deep understanding and insight into the various stages of project management.

Enlightening and Leading: Project Initiation and Planning
The starting point of project management is to gain insight into customer needs. Firstly, it is important to listen and understand as much of the customer’s questions and confusion as possible. Ask more and
speak less, preferably only open-ended questions. Next is project stakeholder management, which involves many project stakeholders and each stakeholder takes into account the varying degrees of impact the
project has on themselves. All project management activities first focus on the thinking patterns of project stakeholders, and then use them to promote and ensure the smooth progress of the project. Project
stakeholder management has specific methods and steps, and project managers need to shift from “focusing on things” to “focusing on people”. The project kickoff meeting is an important part of the project
implementation methodology. It is a meeting between the project teams of Party A and Party B, where the client’s leaders express their determination to promote informatization, authorize the project manager
and team members, mobilize the enthusiasm of employees, and reach a consensus from top to bottom, clearing obstacles for future related work. At the same time, the project manager of Party B shall promote
the implementation tasks, plans, and requirements of the project to all members of the client’s project team, so that everyone can clarify the work to be done in the future and be mentally prepared.
After the project is launched, it is necessary to develop a project plan, establish processes, cultivate WBS thinking, and spend more time than others to implement each step. After confirming that there are no
errors, tasks can be reassigned, and the team can effectively and reliably complete tasks. People with project management thinking will repeatedly break down tasks through attention methods before doing
anything, and ultimately confirm that each sub task is achievable, so as to successfully achieve the goal.
Work Breakdown Structure (WBS)
·The principle of WBS decomposition is to gradually refine and decompose the main objectives, and assign the lowest level tasks directly to individuals to complete, considering comprehensively and without
omission.
·The process of WBS decomposition: sufficient communication, and one-on-one communication if necessary.
·The standard for WBS decomposition: The decomposed task structure should be clear, logically able to form a large task, integrate all key factors, and have clear task definitions.

Marching and Fighting: Implementation and Control
In project implementation, it is necessary to cultivate the awareness of the owner, be proactive, start from the end, and be results oriented. As the first person responsible for the matter, they should facilitate and promote the resolution of problems and tasks. As a project manager, one cannot expect everyone to have a sense of ownership, cannot be a hands off manager, cannot rely on stream of consciousness, and must effectively control the plan.
Milestone plan: Milestones are usually set during the planning phase of a project and continuously updated as the project progresses. It is a visual reference point that can break down a project into manageable and controllable stages, creating orderly nodes to help project managers and teams control the project. Use reasonable and effective tools to assist in project control, such as Gantt charts, Zen meditation, chat software
Responsible for Results: Project Closure
Summary of experience and lessons learned: As the saying goes, “never forget the lessons of the past”. Summary of experience and lessons learned is one of the most important aspects of project management. It not only allows project managers to grow better, but also provides reference materials for the development of new projects in the future.
After the project is completed, the first thing the project manager needs to organize is the contact information of the relevant personnel. A comprehensive contact information can not only provide a good communication environment for the subsequent operation and maintenance of the project; It can also provide networking opportunities for future project development and management. When summarizing experience and lessons learned, check the budget and costs, and focus on areas where more money is spent. In addition to identifying key points, we also need to identify difficult points when summarizing experiences and lessons learned. The difference between difficulty and emphasis is that emphasis requires money, while difficulty requires time. Check the project plan and key milestones to see where the time has been spent and the difficulties are clear at a glance. By summarizing the changes in user needs and analyzing their emotional journey during project implementation, we can better understand their actual needs.
Through this training, everyone has gained a deep understanding and recognition of the entire process of project management, identified existing gaps, clarified growth directions, and laid a solid foundation for the company’s later project implementation.