① Data speaks, result-oriented: clarify the quantifiable, measurable, and disassembled data indicators of project achievement, and use the goal- and result-oriented process disassembly and execution path from beginning to end to drive the achievement of goals

② The powerful people are clear and each performs their duties: Guided by goals and plans, each department clearly defines the person in charge of the interface and their responsibilities. During the execution process, each department performs its duties based on goals and results, linking collaboration and closed-loop drive.

③Blueprint guidance, critical path: Use a picture to identify the scope, boundary, association, dependence, forward direction, reverse direction, exceptions, as well as business rules, product planning, and operating mechanisms of the project. Under this guidance, use MVP ideas and choices Optimal path, identifying milestones on the critical path

④ Iterative execution, continuous improvement: In the Internet environment, through agile thinking, iterative advancement, hypothesis verification, embracing changes, being result and goal-oriented, stage review, and continuous improvement

⑤Transparent management, risk front-loading: From beginning to end, through transparent management methods and focused control of key key stakeholders' expectations, including timely synchronization of goals, processes, progress, risks, etc., problems are exposed early, problems are solved, and risks are front-loaded.

⑥ Goal achievement, team upgrade: In addition to the achievement of the goal, the success mark of the project also needs to pay attention to process management, experience accumulation, team collaboration, and improvement of project management capabilities.

⑦ Break through bottlenecks and organize the accumulation: Through the project-based management method, we promote the accumulation of business bottlenecks, process assets and experience lessons in the organization, and continuously optimize the construction of organizational processes.

①What: Project name and basic description

②Why: the original intention and context of the project, that is, under what circumstances, for what reasons, and by whom, what is the core purpose/goal to be achieved, or who and what kind of problems are to be solved

③What goal: What is the expected goal of the project (qualitative, quantitative), what indicators are used to measure it, as well as process indicators, and how this indicator is related to the performance of the R

④Who will do it: Clarify the project R and responsibilities, be fully responsible for the project goals, overall process, key decisions, important risks, stage summary, upward reporting, etc., to ensure that the project is promoted rhythmically and strategically according to the established goals and direction

⑤ What is the idea: As an R, you need to link key relevant teams, be goal-oriented, sort out the project blueprint and critical path, synchronize with the project team and reach a consensus, including business links, key milestones, and delivery standards, etc.

⑥How to do it: important safeguards to achieve project goals, as well as specific strategies to promote implementation, risk management, change management, communication mechanisms, etc.

⑦ What support: The support required for the project, such as experts, budgets, incentives, etc., can be used as a basic guarantee for the implementation of the project.

①What: Project name and basic information about the project

② Who is in charge: The R and R of the project have clear responsibilities and are responsible for full control of the project's goals, scope, strategy, effects, etc., as well as key project decisions, upward information synchronization, etc.

③ Scope circle: The scope, boundaries, dependencies, relationships, etc. involved in the project, as well as the systematic blueprint of forward, reverse, and abnormal scenarios, are the basic basis for the project team to promote (like a map of contact)

④ Rhythm: Which stages is the overall project divided into, the time of each stage, deliverables, delivery standards, indicator measurement standards, and the R of key matters involved in this stage, which are the basic input of the plan and the basis for risk identification.

⑤Who will do it: the key relevant departments involved in the project, the person in charge of the interface, and the specific responsibilities, deliverables, etc.

⑥How to do it: Based on the blueprint, specific implementation and promotion strategies, and important safeguard measures, etc.

⑦How to evaluate: the overall/phased index evaluation rules of the project, who will evaluate, how to evaluate, what will happen if it is achieved, what will happen if it is not achieved, and corresponding improvement measures

① What is the goal: The goal of the project is the final position, state, and degree to be reached. It is the basic guideline for the direction of the project and the team. Business indicators are used to mark the path to achieve the project goal and measure whether it deviates from the direction during the process.

② What is the current situation: For ongoing projects, it is necessary to identify the historical occurrence of the project, the current cross-sectional status, the precipitation of the project, basic project information, etc. The new project is the baseline for the starting of the project, which can be based on the current business indicators, Express the status of the problem, customer needs, etc.

③Gap: The difference/gap from the current situation to the goal, that is, the aspect that the project strives to achieve, can usually be expressed in terms of indicators, matters that need to be completed, etc.; generally the baseline is used as the standard, and if it is classified as lower than the baseline, it needs to be supplemented. If it is higher than the baseline, it needs to be maintained through operational means; if it is equal to the baseline, possible risks need to be identified for monitoring and nip in the bud.

④ How to measure: It is the ruler of the project goal realization and climbing process, and also the measurement of the achievement of project stage goals. It can generally be expressed by quantitative indicators and qualitative determination of scope matters.

⑤What path: It is the basic step from the current situation to the realization of the goal. It needs to be comprehensively considered to identify the optimal path/critical path.

⑥What measures: It is an item at a key node in the critical path. The list of items is further disassembled and used as project measures.

⑦Division of labor: Determine the division of labor, plan and implementation mechanism for specific matters based on the list of responsibilities of stakeholders

① What is the plan: The plan is the basic basis for project execution and the basic guarantee for coordinating the team to perform their duties and deliver on time and with quality. The plan is also the basic logical structure of the project list, such as association, dependence, sequence, etc.

② How to follow up: The planned follow-up methods are divided into push, pull, and self-driven forms. Judgment and selection are based on the scenario.

③Who will follow: Generally, the project manager is responsible for the control of the overall project matters (push & pull & build mechanism). Specific matters are driven by the owner of the item and the results are delivered according to standards.

④ What to use for follow-up: Result-oriented follow-up through regular project meetings, project dashboards, project daily reports and other methods

⑤ Close the loop: Establish a transparent management mechanism, perform their duties oriented by goals and results, and form a closed-loop follow-up mechanism

⑥Reporting: The project R is responsible for aligning the key milestones, results, events, risks, etc. of the project to the top, bottom, left, and right of the team through weekly reports, reports, etc., to ensure a high degree of consistency of the key information of the project

⑦ Transparency: The transparency mechanism is the basic guarantee for the smooth progress of the project, including the transparency of information on project goals, processes, results, risks, etc., and important consensus information is usually synchronized in a timely manner through regular meetings, weekly reports, group announcements, etc. What needs to be emphasized is that the consensus reached privately on each sub-item/sub-task must be synchronized and summarized with the project manager.

①What to monitor: In the early stage of the project, focus on monitoring the progress of the project plan, in the mid-term, focus on the quality of deliverables, in the later stage, focus on project launch checklist items, and during the pilot operation period of the project, focus on trends, changes, and differences in the business indicator board, including result indicators, process indicators, etc.

② How to use: During the project implementation phase, regular project meetings, weekly reports, PMS and other tools are used; during the project operation phase, the operation dashboard is used to analyze abnormal situations of key indicators.

③Who will see it: During the implementation phase, the project manager is responsible for outputting corresponding reports. During the operation phase, business operators will output project operation reports (daily/weekly/monthly reports) and push them to relevant business parties.

④What is the problem: During the monitoring process, focus on identifying target difference items, followed by process indicator items, diagnose, analyze, locate, and prioritize the problems, determine the responsible party for the problem, and incorporate it into subtasks in the project plan.

⑤Who will solve the problem: Determine the party responsible for the problem according to the stakeholder responsibility matrix, determine the problem plan and action measures

⑥When to give: Determine the specific action plan for the problem (including delivery standards)

⑦ Close the loop: After the problem is solved, update the project task status and close the loop follow-up measures (to avoid missing too many problems)

① What is the goal: The specific data performance of the overall goal/stage goal, analyze its gap and the specific performance of the gap, and use this as a basic guide for review

②What is the process: The overall implementation milestone process and what are the key issues in the process can be considered from the aspects of "man-machine, material, method and environment", and the actual performance of the team can be reflected from the process.

③What are the highlights: Extract the good aspects in the implementation process, which can be used to synthesize information, set benchmarks, or form norms/mechanisms/processes for publicity

④What are the dark spots: Extract the deficiencies in the implementation process. Small points should be improved immediately. For common aspects, standards need to be established or improved and used as key deposits in the organization.

⑤What precipitation: In addition to project results/results and processes, deficiencies and areas that need improvement in team performance, organizational processes, and norms also need to be considered as key precipitation in the organization

⑥How to improve: The highlights need to be strengthened, and for deficiencies, action measures and improvement plans need to be specified.

⑦ How to follow up: It is necessary to maintain follow-up on the review results and measures to reduce the recurrence of problems.

①Who needs it: The project implementation strategy is an important guarantee for the smooth operation and promotion of the project after it goes online. It is necessary to clarify who is the demander of this project/product, reach a consensus on the implementation plan, and provide a party to undertake the demand and subsequent operations.

②Who serves: Clarify the service provider (capability exporter) of the project/product, that is, the follow-up operation service provider, as well as the required responsibilities and SOP/SLA of follow-up services

③ What SOP: The relevant parties involved in the real-time implementation of the project, and their respective responsibilities, task relationships and dependencies in the process. When encountering problems, you can quickly respond to the specific responsible person.

④ What is the plan: The specific implementation plan includes the preparation checklist before the pilot goes online, the SOP & exception mechanism, and the operation ramp-up plan after the pilot goes online.

⑤ Division of labor: pilot front-line commander, contact person of each support department and division of responsibilities, including headquarters, front line, business, products, operations, data, finance, quality control and other related business aspects

⑥How to evaluate: how long to try, what standards can be rolled back, what standards can be continued to promote, etc.

⑦ Closed loop: After the pilot is completed and the operation stage is entered, the pilot operation ramp-up plan and closed-loop operation mechanism are determined to ensure that the business/product is guided by indicators and continuously optimized. (If you encounter stuck points or bottlenecks, you will return to project iteration)

①What goal: overall project goal, process indicators and achievement status, achieved, exceeded, not achieved

②What process: the overall milestone stage process of the project, key matters and key results in the process

③Who operates: After the project is delivered, where will it be operated, the specific departments and responsible persons, and job responsibilities/KPl

④How to operate: specific operating rules, mechanisms, SOPs, operational indicator boards, and indicator assessments

⑤Division of labor: What responsibilities, indicators and assessments each node of the project operation process has (and after the project is delivered, how the project team, business side, and operation side will divide labor, and what mechanism or process should be used to quickly respond and respond to problems when encountering them) deal with)

⑥How to assess: specific assessment indicators in the project operation stage and stage climbing indicators

⑦ How to monitor: Where and how the indicator is monitored, and how to identify, diagnose and solve abnormal situations, etc.