Automation Equipment-Project Analysis of Non-standard Automation Equipment

I. Preface
A failed project of non-standard automation equipment may have trained an excellent project manager. The author has been engaged in project management of non-standard automation equipment for many years, and has been responsible for many non-standard projects in different industries. This paper summarizes some reasons for the failure and hopes that everyone can gain experience from it.
Non-standard automation equipment is non-standard equipment customized according to customer needs. Most of the equipment is multi-variety, small batch, long cycle, short delivery time, high value, low profit, customization and non-standard characteristics. The design, production and delivery of equipment has typical temporary, one-time, progressive clarity.
Because such projects are designed and manufactured according to the needs of customers, and the process requirements are different, it is easy to face a variety of problems, and a little carelessness can lead to project failure.
PMI (American Association for Project Management) sets the goal of project management to complete the work within the predetermined scope of work within the specified time and within the approved budget, and to meet the expected quality and performance requirements.
This is what we often say about the four elements of the project: time, cost, quality and scope. On this basis, I want to add an important factor, namely customer satisfaction.
Today, according to the five elements of this project, I analyze the main reasons for the failure of non-target projects:
Second, the scope of the project is not clear
The scope of non-standard automation equipment project is the basis of all project management, because it determines what needs to be done to complete the project, what does not need to be done, and without determining the scope of the project, it is impossible to define what work to complete, let alone project schedule, quality, cost and risk management.
The best way to express the scope of the project is the technical requirements of equipment. In the prophase of the project, our plan and quotation are based on the technical requirements. If the customer's technical requirements change greatly after receiving the order, it will inevitably have an impact on our quotation and work content. Therefore, when communicating with customers, it is necessary to analyze the project requirements. Full, so as to grasp the scope of the project.
We know that the four factors affecting the success of a project are time, cost, quality and scope, but for an enterprise, meeting customer requirements for a formal project is the basic goal.
Under this premise, it is very difficult to cut corners on the quality of the project. At the expense of the quality, the result is not to collect the money back, but to lose the customers. Therefore, under the premise of quality assurance, the increase of the scope of the project directly leads to the extension of the project duration, while in the actual project process, the extension of the project duration directly leads to the completion of the project. This increase.
In fact, if the scope of the project is not determined, or the scope of the project is uncontrollable, there is no way to make a reliable project plan and budget. If the scope of the project is not determined well in the early stage, the scope of the project will continue to spread or change, which will have a great impact on the whole project.
So project scope management is the first and the most critical step to do a good job of the project. If we can do a good job of project scope management, it will be half successful, because when the scope is determined, in fact, time and cost are measurable and planned. If we do a good job of scope management, time management, cost management and quality will be established. The basis of quantity management.
3. Unequal responsibilities and rights of project managers
If the role of the project manager is not well defined or accepted by everyone in the organization, there may be no one really responsible for the project.
When it comes to project management, people usually think of "Project Manager Responsibility System", but project managers have very few authority and resources, and they can bear very little responsibility.
In order to succeed in the project, not only competent project managers are required to complete project management, but also senior executives are required to effectively manage the project and provide effective support to the organization.
4. Poor project planning process
(1) insufficient data basis for project planning
For many failed projects, plans are based on best guess, without reference to historical data, or even without historical data. Accurate and realistic recording of project data is the basis for improving project management level.
(2) Lack of detailed planning for closed-door car-building
The people who implement the project know the specific activities best, and through the formulation of the project plan, they will carry out the project more strictly according to the plan, because most people have the principle of consistency of commitment, when the project manager completes the plan independently and pat his head in the office.
Often too ideal conclusions are drawn, resource constraints, risk conditions, environmental constraints will become an "unexpected" in the process of project implementation, project failure is inevitable, if the details of the project plan are too small, it is difficult to predict the risks and problems of the project.
Lack of detail and quantification makes it difficult to manage resources adequately, estimate time or cost correctly, and the feasibility of the plan is naturally poor.
V. Invalidity of project organization and team
(1) unreasonable resource plan
Poor resource planning may be a common cause of project failure, such as whether a professional engineer can be in place on time, or if a functional department has to serve multiple projects at the same time, the workload has greatly exceeded the actual available hours.
(2) Team members do not see themselves as team members
Effective project team members are interdependent, cohesive, trusted and have the potential to work together. All parts of the team need to be integrated to achieve the expected project results. Teams need to have common goals, but