Engineers who have been engaged in the design of large-scale non-standard automation equipment for a long time have sufficient insights into project experience and can transform experience into processes. They will naturally plan the development and planning of the overall project, which saves a lot of investigation and communication in the early stage. Time to promote the rapid completion of the project.
The non-standard automation project management process is divided into three project phases, namely the project development phase, the realization phase and the delivery phase. Each project phase includes the five process groups mentioned above, namely, initiation, planning, execution, monitoring and closing.
对于下面流程图，大家也可以运用项目管理的技术WBS (Work Breakdown Structure)去分解流程图。
For the following flowchart, you can also use the project management technology WBS (Work Breakdown Structure) to break down the flowchart.
For example, if we want to conduct a 3D review of the mechanical structure of non-standard automation equipment, we need to input 3D models, organize review meetings, and output review lists. The following is the flowchart of the project development phase, project realization phase and project delivery phase:
From this we can see the three characteristics of non-standard automation projects:
One time, the project has a clear start time and end time, and the end time cannot be postponed;
Uniqueness, according to the special requirements and expectations of customers, each project is different, even if the automation equipment is very similar, there are different project stakeholders, and different stakeholders have different needs;
Targeted and progressive details. As the project progresses, the project becomes clearer and clearer. For example, when the design plan was assembled, it was slowly exposed that the design was not perfect. It was discovered during assembly and debugging that this structure could not meet all the needs of the customer. Customer acceptance It also failed to achieve the previously expected effect.
At the very least, an enterprise must meet the quality requirements of its customers, and in the face of project changes, it can only continue to formulate revision plans to meet customer requirements.
We know the triangle of project management. You can draw an equilateral triangle on paper and write time, cost, and quality on each side. The area in the middle is the range. The movement of any one side will inevitably drive the movement of other sides. To shorten the project time, you need to increase the project cost or reduce the scope of the project;
In order to save project costs, you can reduce the scope of the project or extend the project time; if changes in demand lead to an increase in the scope of the project, you need to increase the project cost or extend the project time.
PMBOK's requirements for project success are based on the premise that time, cost, quality, scope, human resources, and customer satisfaction all meet the pre-planned project goals. Even if the customer is satisfied, but there is a cost overrun, the project is considered a failure.
Due to the complexity of large-scale non-standard automation projects, it is necessary to process the practical experience summarized by the organization in the process of carrying out activities, and with business changes, the project management process is constantly changing, and the experience summarized by the organization and development of the project is carried out. To simplify the process and make it more efficient.
Shandong Hongbao Automation Co., Ltd. has its own unique R&D concept and project implementation process for the customized development of non-standard automation equipment. In practice, it continuously optimizes the project process to ensure the orderly completion of each project.