Quality management systems—Guidelines for quality management in projects
Some standard content:
ICS 03.120.10
National Standard of the People's Republic of China
GI/T19016—2005/IS010006:2003 6BT1931520rC
Quality Management System
Project Quality Management Guidelines
Quality management system-Guidelines for project quality management projects(15010006-2003.11)
2005-09-05 Issued
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China Standardization Administration of China
2006-01-01 Implementation
CE/T19016—2005/RSO10006.20Ca Foreword
Model documents
3 Terms and definitions
4 Project quality management system
Part 1 Project characteristics
4.2 Quality system
Management responsibilities
2 Management commitment
3.2 Warranty process
E.3 Shenzhen evaluation and exhibition evaluation
Cost management
(, 2 Processes related to resource transportation
6.2 Processes related to product implementation
Processes related to specification
Processes related to time
Processes related to cost...
Processes related to efficiency
Processes related to risk
7.% Processes related to procurement...
8 System, classification and collection.
8.1 Improve the relevant processes
Day. 2 Test and analyze
&, \, continuous progress
Show the process flow chart in the project (informative annex) Document
GB/T19C15—2005/SO100C6.20G3 This standard is used with the same management system as IS: 23. This standard is a group of standards for the management of projects. This standard is based on the GB/T115-2005/SO100C6.20G3. This standard is used with the same management system as IS: 23. This standard is based on the same management system as IS: 23. This standard is based on the same management system as IS: 23. This standard is based on the same management system as IS: 23. This standard is based on the same management system as IS: 23. This standard is based on the same management system as IS: 23. This standard is based on the same management system as IS: 23. The content of the 2000 version of the G/100 standard has been increased, and the new idea of eight items of quality management has been adopted. The title has also been modified accordingly to reflect the changes in the 19th edition of the standard. The appendix A of this standard is a sample appendix.
This standard was drafted by the National Technical Committee for Quality Assurance of Standardization (4C/F1) and the China Software Standardization Institute was responsible for drafting. The sources of this standard are: China National Institute of Standardization, China Aerospace Science and Technology Research Institute, Shanghai Modern Engineering Consulting Co., Ltd., and China Metallurgical Equipment General Corporation. This standard is based on the GB/719W04-2030 quality management system. This standard describes the quality management principles and methods, which are important for achieving project quality objectives and have an impact on the achievement of quality objectives. The standard should be supplemented by the GB/719W04-2030 guide. These guidelines are intended to provide a broad range of opinions and can be applied to all types of projects, from small to large, from complex to complex, from a single project to a large project. These guidelines are suitable for people who have project management experience and need to ensure that their organization applies the GB/719W04-2030 standard, as well as people who have experience in quality management and need to integrate their knowledge with the project organization and apply it to the project after the project. This guideline may not be exhaustive for some, but may be applicable to others. It is generally acknowledged that there are two aspects of quality that apply to the project: the project process and the project product. Failure to meet any of these aspects may have a significant impact on the project's product objectives and other stakeholders as well as the project. These aspects also emphasize the responsibility of managers to achieve quality goals, requiring all levels of the project involved to make a commitment to the achievement of quality goals, and each level should be responsible for its own work and products. The formation and maintenance of project quality and product quality must adopt a systematic approach. This approach first ensures that the stated and implicit requirements are understood and met, and the needs of other stakeholders are understood and evaluated. The quality policy of the organization will be considered and implemented in the project management. This standard only records the progress of the project. 1 Scope GB/T19016—2005/LS010006:2003 Quality Management Systems: Guide to Project Quality Management This standard provides guidance for the application of quality management in projects. This standard is not suitable for various projects of different complexity, size, duration and duration under different circumstances, regardless of the type of product or process of the project. However, in order to be applicable to a specific project, some deletions may be made to the standard: This standard is too long to be called "project management" itself, and is called the quality management system in the sample. Guidelines for the production of functional products and process steps B/19004-2000: This standard is a commercial document for certification purposes: 2 Regulatory references
The clauses in the following documents become clauses of this standard through reference to the standard. All the references with the same date are included in the revision list (excluding the revision period); if the revision is not applicable to this standard, however, the parties who have reached an agreement on the revision of this standard shall use the latest versions of these documents, which are undated reference documents. The new version of this standard is recommended by GB/00K2030002000GL/T19004-2500 Quality Management System Performance Improvement Guide (ID/150S004:2000) Jiang: The reference document contains further information on the requirements of the standard. 3 Terms and definitions
The terms and definitions in GB190002910 and the following terms and definitions apply to this standard. Some of the following definitions are directly quoted from GBT1950·200. When used in the project, they are supplemented by "selective" method. 3.1
The smallest work item identified by the project and (3.5) process (3.3) 3.7
Stakeholder inleelwlparty
An individual or entity with an interest in the success or achievement of the organization, including customers, owners, workers, suppliers, labor unions, the entire society, a group that can be composed of one or more members. B/T1920, Terms and Definitions 3.3.7
Note 2: Related parties include:
a network product customer
a auction fee name (such as the output position user)>>project owner (such as the initiator group)
---cooperative partner (such as the project group)
hot funding book (such as the financial institution)>>>supply party (project group providing product group such as the business cloud organization natural hot organization rights, the general public> ... 3
process prweess
group will be converted into bottle output plan beauty joint or output interaction all activities 1: a process before the start of the public is the process of the three groups of knowledge for the value-added through the planning of the program to plan the card controlled dyeing method: GB terminology and meaning ..1 also brackets note]
send development evaluation prugresb valualiol
An assessment of progress towards achieving the objectives (35) Note 1: The assessment should be conducted throughout the entire and monthly process, in accordance with the objectives 4 island period, and according to the project 7 process and product standards. Note?, suitable for the evaluation of the treatment of the project: 1 management to retain other awareness 3.5
A project jes
A group of controlled activities with a start and end date and coordinated efforts (3. The unique process consists of a process that must meet the specified objectives within the agreed time, cost and resource requirements [G/T19U0-2900. Technical description and is not included in the text 3.3 Note] Note, a single cut as a round of large-scale self-contained components. Nature: some of the problems in the car upgrade, also more domestic business, product characteristics specifications will be sent step 3: strict product see 1920.2 in the specification (3.1. The product has a certain rate of completion and is a strict form of product.
4: Project organization is a temporary and established report based on the life cycle of the project. Note: Pay attention to the complexity of the project activities and the relationship between the activities and the project. 3.6
project management
Plan, organize, monitor, control and report on the project from top to bottom (b) and integrate all participants to achieve the goals. 3.7
Project management planprujcetmanaecmcnplan meets the requirements of the project (3. The following documents are required by the deadline: 1. The project is completed The plan should only be used to control the project plan, the recent and timely: management plan control package control or use the British energy plan to stimulate the world's pre-car, risk management environment management institute issued a library and safety common sense in the relevant plan
quality plan city galiyplan
for the project (3.) products, processes and 3, or the contract stipulates the standards and when to use the procedures and related resources of the document Note 1: This only includes the requirements and the process and product realization process, let 2: the pressure plan through its reference to the third part of the quantity plan or the chapter preface, the quantity plan is one of the official documents
B/19000-2000, this request for the right to define the document 3,753. 9
Supplier suppller
An organization or individual that supplies production plans, general contractors, wholesalers, product suppliers, service providers, or information suppliers. Note 1: The supplier can go to an external point,
In society, it is called "supply supplier"
[—2. Spectrum and definition 3.3.
, for the quality management system of the project, it is naturally the most "modern" supplier.
4.1 Project characteristics
4.1.1 General provisions||tt || The project has the following characteristics:
- the discontinuity of the activities is detailed and cannot be determined! There is a certain degree of uncertainty in the wind age; GI/T19G16-2005/SO10006:2003 - the quantitative results can be expected within the predetermined amount of money, such as the amount related to the quality, the definition of the provisions (therefore, the small> has a good start and end period, clearly defined costs and resources; during the duration of the attack, temporarily designated personnel participate in the daily organization [the organization of the project within the day, see 4.1.2) designated and can be The project progress may last for a long time and the project will be affected by the passage of time and external changes. 4.1.2 Organization structure
The concepts of "project organization" and "project organization" are used in the standard. The "project organization" determines the continuation of the project. It can be a single entity, such as a joint venture, a joint venture, etc. The project organization divides the project into project units. The initiating unit can undertake a project, and a project can be assigned to different project organizations. The "project office" is the organization that implements the project and can start all the divisions of the organization. 4.1.3 Processes and phases in projects
Processes and phases are two different aspects of a project. A project can be divided into interdependent stages and phases. The project life cycle is divided into manageable parts, such as planning and achieving objectives and determining the associated risks. The project phases include planning, development, and implementation. The project process is a process that is necessary to manage the project's output and to achieve the project's product. For a certain requirement, not all of the processes discussed in the standard may exist, and it may be necessary to add processes to other parts of the project. In some cases, it may be necessary to distinguish between core processes and supporting processes. Appendix A lists and summarizes the processes of most projects, which need to be included in the quality management approach and the "process solution". The process B is related to the product (such as design, production, etc.) and the process C is related to the product (such as design, production, etc.). We can classify all the processes related to the time into one group based on the difference between the two processes. In this way, there are two groups in total. The 5th group includes the process of fast tower, which is indeed the right direction for the purpose. The 6th group includes the process of safety and source security, which is necessary! The food package is independent of the style, taste, time, month, and process related to procurement. If the chapter is only related to the process of continuous improvement of the significance of the test and monitoring, each chapter should be completed before the task is completed, and then the quality of the management should be given. 4.1.4 Project supervision process
Project management includes the continuous planning, organization, monitoring, control, reporting and necessary corrective measures for all processes necessary to achieve the project objectives. See 4.2.1.=,2 and 0.2> of 11300-2000 for all successful management processes.
4. 2 Quality Management System
4.2.1 Quality Management Principles
The quality management principles of this standard are based on the project quality management principles (see (/T10000-210)): "focusing on customer needs;
1) giving effect;
GB/T19016-2005/15010006.2003 overall plan and!
) process method:
) system force method of management responsibility;
f1: proposed improvement
R) practical defect method!
h) mutually beneficial relationship with suppliers,
These common principles should form the basis of the overall quality management system of the initiation group and the project group. Note: Quality management principles are strategic For the wide range of excessive costs, see 5.2.2 to 5.2.9. 4.2.2 Project quality supervision system
In order to achieve the project objectives, the project process should be managed in the material non-quality management system. The project quality management system should be as close as possible to the quality management system of the organization:
GB/16 Effectiveness - m provides guidance on the effectiveness and efficiency of the quality management system: To ensure the effective planning, implementation and control of the project, these documents should be specified. Control (see 4.2 of GB/T19004-290)
4.2.3 Project quality plan
The quality plan or management basis of the project should be documented, and the quality plan should be included or referenced in the project quality plan. The activities and resources necessary to achieve the project quality objectives shall be identified and incorporated into the quality plan or referenced in the project management plan.
Under the circumstances, it may be possible to specify requirements for the quality plan. However, these requirements should limit the scope of the quality plan that the project organization can implement.
: G190 5 Management responsibilities
5.1 Commitment
In order to establish and maintain an effective and productive project quality management system, commitment and accumulation of organizational and project organization and management are essential.
The top management of both the initiating organization and the project organization should provide input to the strategic process. As the project organization may be disbanded after the project is completed, the top management of the project organization should ensure commitment to the strategic plan. The current and current projects should be continuously improved.
The management of the organization and the business needs to create a quality management system that ensures that the project will continue to exist. 5.2 Processes
5.2, 1 The application of quality management principles in the process is based on the application of quality management principles. The establishment and implementation of the quality management system is a strategic process. The planning should be completed by the project organization. In the planning, the focus should be on meeting the quality goals and objectives. In addition to the guidance in 3.1, 2.7.2 to 7. and Chapter 8, the general guidance given in 5.2.2 to 5.2.9 should also apply to the processes described in these clauses. 5.2.2 Customer focus
The organization should be its customer. In addition, the team should understand the current and future needs of both customers and meet the requirements of other stakeholders. These requirements should be clearly understood to ensure that all control procedures are concerned and these requirements can be met. The company's final product performance should take into account the needs and expectations of other stakeholders. The existing standards can be amended during the project. The project goals should be documented and included in the project management plan (7.2.2). The project goals should specify what is to be achieved and what is to be measured.When determining the balance between time or technology and product quality: the impact on the product should be evaluated, the customer's requirements should be considered, and a communication system should be established throughout the project to facilitate the transfer of information. Any conflicts between the requirements of the different parties should be resolved. Generally, when the customer's requirements conflict with the requirements of other parties, the customer's requirements should be considered first, except when there is no requirement. The resolution of the conflict should ultimately obtain the consent of the original customer. The consensus of the relevant parties should be documented. During the project, attention should be paid to changes in the requirements of stakeholders, including new personnel who are added after the project has started, and the relevant requirements. 5.2.3 Leadership Role
Leaders should establish unified goals and objectives for the team. They should create and maintain an internal environment that fully supports the achievement of organizational goals.
The project team should designate a team leader as early as possible. These individuals, with defined responsibilities and authorities, are responsible for managing the project and ensuring the establishment, implementation and maintenance of the original project quality management system. The authority granted to the project team should be commensurate with the original contributions of the team leader. The new quality supervisor should ensure leadership in the creation of a quality culture through the following means: - Document the project's policy and set goals, including the quality goals, and provide infrastructure and case resources to ensure the achievement of project goals. 1. Provide an organizational structure that helps the project achieve its goals; make decisions based on evidence and factual information; - Involve and empower all project personnel to improve the execution process and products; - Prevent unplanned implementation.
, Project Manager's Needs
5.2.4 All people are the foundation of the organization. Only when they participate fully can they bring benefits to the organization. 2. GR/119202000.2
The personnel of the project organization should have clear rules for their responsibilities and authority. The authority assigned to the project should be appropriate to the assigned position.
Capable people should be selected and listed in the organization. In order to improve the sustainability of the project organization, these personnel should be provided with appropriate skills and methods to ensure that they can monitor and control the process. When encountering multinational and multicultural projects, joint ventures, international projects, etc., the significance of cross-cultural management should be emphasized. 5.2.5 Process Approach
Managing activities with related resources as processes can more effectively achieve the desired results.
Project processes should be identified and documented. The initiating organization should pass on the experience gained in developing and using its own processes and the experience gained from other organizations to the young organizations, who should consider these aspects when determining the project process, and may also need to determine the expectations of the co-project. This can be achieved through the following: Identify the appropriate processes for the project!
Identify the people, time and objectives of the project process, identify the process owners and determine the authority and responsibilities; design the project process to foresee the unexpected processes during the project life cycle. Determine the interrelationships and interactions between the processes. The effectiveness and efficiency of the processes can be assessed through internal or external reviews, and can also be assessed through standards or mature model evaluation methods. 5
GR/T190162005/1S010006:2003
Of course, the process can be divided into two categories: "no system" to "best of breed". A number of different models have been developed to meet the requirements of GB190012900 (A):
Social: 9000 standard 5.2.6 Systematic approach to management
Identify, understand and manage related processes in order to effectively achieve the project goals.
Through the systematic approach to management, the organization can coordinate the planned processes closely and make the relationship between them clear. The project is a system of policies and is carried out in a mutually influential and interdependent manner. To control the project process, it is necessary to determine the processes required to ensure performance, and to integrate and manage them according to the overall system of the organization plan. The project organization should ensure that the responsibilities and authorities of other relevant stakeholders (including the start-up organization) are clearly defined and recorded. The project organization should ensure that the necessary information is exchanged between the project and other departments during the project and the start-up process. 5.2.7 Continuous Improvement The continuous improvement of the overall performance of the organization is a key goal of the organization. See HIJV2060 (.2f). The cycle of continuous improvement is based on the concept of "Plan-Do-Check-Act" (PDCA) (see Appendix 1 of GB/T 1004-2000). The start-up group is responsible for continuously seeking to improve the effectiveness and efficiency of its own processes, and to learn from experience. The planning and management of the project should be carried out as an individual process to ensure that the project is effective. A system should be developed to record and analyse the detailed information obtained during the project so that it can be used to identify improvement opportunities. When formulating self-assessment (see Appendix A of GB/T1-2MG), internal audit (when required) and external audit (see G/T1299), the requirements of 3.9.1 should be met. The requirements and requirements of the project should be considered. 5.2.8 Practical decision-making methods wwW.bzxz.Net
Effective decision-making should be based on the analysis of data and information (see 11/T19000-231.2>). Information on project progress and performance should be recorded, such as recording the status of the project self-assessment, and performance and progress evaluations should be conducted; 3, 1 and 5.3). The project organization should The extension comes from the industry environment to establish an effective strategy for the project. When analyzing the information from the previous project closing reports, and using the following to support the current or technical plan of the project: 5.2.9 Mutually beneficial relationship with suppliers
The organization and suppliers are interdependent, and establish a beneficial relationship to strengthen the ability of both parties to create external [W, GB/300U2CC's a, 2h,
When deciding on a strategy to obtain external production stations (especially products with high quality delivery time), the project organization should cooperate with its partners to consider creating risks shared with suppliers
The project organization should work with partners to develop requirements for partners' expectations and product specifications in order to benefit from the available suppliers. The current team should determine the strength of the supplier to meet its process and product requirements, . The selection criteria for the selected supplier should be studied, and the feasibility of selecting the same supplier for multiple projects should be studied (see 7.1 of GR/T19004-2000). 5.3 General management review and progressive evaluation
5.3.1 General management review
The management system of the project should be evaluated according to the requirements of the management policy to ensure its continued suitability, adequacy, effectiveness and efficiency (GB/T19004-2000). 5.3.2 Progress evaluation
Progress evaluation (see 34) should be conducted for all projects to ensure that the project achieves its intended purpose and that the output of the project can provide the industry with an estimate of the future performance. (month) The house evaluation should be issued as follows:
H/T19016—2005/5010006.2003
Assess the integrity of the project management plan and the conformity of the work completed with the plan; Assess the degree of coordination and interconnection between the project processes; Influence and evaluate the activities and results that may have a technical or favorable impact on the achievement of the project objectives; Obtain the necessary information for subsequent work in the project; Promote the progress of the project by identifying and responding to changes. Planning progress evaluation should include:
Prepare a general schedule for the evaluation (included in the monthly management plan): Assign responsibilities for the progress evaluation:
Specify the purpose of each progress evaluation, the evaluation requirements, the evaluation and feedback to the evaluation (such as the individuals and other stakeholders responsible for the project process): Ensure that the evaluation process is appropriately responsible for the evaluation; Ensure that relevant information (such as the project management plan) is prepared for the evaluation. 1. Personnel engaged in the appraisal process should: 1. Understand the appraisal process and its impact on the quality of the project: ... 2. Examine the relevant process inputs and outputs 3. Evaluate the project and use them in the project plan and quality assurance plan; 4. Determine whether the project is effective: 5. Determine whether the project is efficient and effective: 6. Use the evaluation system to abbreviate other relevant outputs: 7. Evaluate the outputs of the evaluation to determine whether the project is acceptable: 8. Evaluate the outputs of the evaluation to determine whether the project is acceptable: 9. Evaluate the outputs of the evaluation to determine whether the project is acceptable: 10. Evaluate the outputs of the evaluation to provide information to the initiating organization to improve the effectiveness and efficiency of the project management process. 11. Resource management 6.1 Resource-related processes 6. :.1 General
Resource-related processes are used to plan and control resources and to help identify the resources needed to meet the project's requirements. Examples of resources include equipment, facilities, funds, information, materials, software, personnel, services, and space. The processes related to resources are listed in Appendix A:
Resource Planning
Resource Control.
This section also applies to other aspects such as human resources training, see 5.3. 6.1.2 Resource planning
should identify the resources needed for the project: The resource plan should include what resources are needed at the beginning of the project and when they are needed during the project. It should indicate how resources are obtained and allocated, and where they are obtained and allocated in the long term. The plan should also include appropriate treatment for additional taxes and fees. The plan should be suitable for resource allocation. The resource allocation policy should verify the correctness of the resource allocation plan, the stability of the resource allocation organization, the capacity and sustainability of the resource allocation plan. The resource allocation plan should consider the resource allocation constraints. The system should include availability, security, cultural and international agreements, effective coordination, government implementation, The impact of the fund and the project on the environment, resource planning: including the planning, allocation, constraints and assumptions made, should be documented and included in the project management plan. CB/19016-2005/1S10006:20036.1.3 Resource control
An assessment should be made to ensure that sufficient resources are obtained to meet the project objectives, the timing of the review and the collection of relevant data. The pre-approval of resource requirements should be documented in the project management plan, and the differences between the branch office and the project plan should be identified. Deviations, potential actions and records should be taken. The decision to take action should be based on the impact on other requirements and objectives. Before implementing changes to requirements, the original and relevant stakeholders should be consulted. When making follow-up work plans, the root causes of excess resource requirements should be identified and documented in conjunction with other planned processes and compared with the input of continuous improvement. 6.2 Risks related to people
6.2.1 General
The quality and success of a project depends on the people involved. Therefore, special attention should be paid to the activities of processes related to people. This process aims to create an environment in which people can contribute to the project honestly and efficiently. People-related processes (see Appendix A): Staffing - Team building: Staffing management - see Appendix A, Staffing objectives - see Appendix B, Staffing measures - see Appendix A, Staffing measures - see Appendix B, Staffing measures - see Appendix A, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix A, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B . It is necessary to identify and establish the relationship between the project team and the following parties:
A team that is responsible for the project launch (especially those responsible for coordination such as progress, quality and cost) - When the project is launched, the relevant positions within the organization should be identified and the project team should be responsible for the quality and cost management system (5.5.2 of B/T19004-2000). This function should be integrated with other project functions, such as finance, customers and other relevant parties. A review of the project organizational structure should be planned and carried out regularly to determine whether it is adequate and sustainable: 6.2.3 Personnel allocation
It should be specified that the project staff should have the necessary capabilities, training, and management (for the definition of "capability", see GB/T19004-2000). .12
When selecting project personnel, the technical quality of the personnel should be considered, special attention should be paid to the requirements of the personnel with key vacancies, and there should be sufficient qualified personnel with the right time limit. In particular, when selecting personnel with special needs, the degree of specialization should be based on the work experience and the consideration of their abilities and previous experience. When selecting project managers, priority should be given to the professional and management talents. The project manager should be responsible for the establishment, implementation and maintenance of the project management system: (5/1 9004-20 v. 6.?.
When allocating personnel carefully, the project manager should consider their personal interests, personal qualities, strengths and weaknesses. Understanding the personality characteristics and experience can be1. The quality and success of a project depends on the people involved. Therefore, special attention should be paid to the dynamics of processes related to people. This process aims to create an environment in which people can contribute to the project honestly, effectively and efficiently. People-related processes (see Appendix A): Staffing - Team building: Staffing management - see Appendix A, Staffing objectives - see Appendix B, Staffing measures - see Appendix A, Staffing measures - see Appendix B, Staffing measures - see Appendix A, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix A, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B . It is necessary to identify and establish the relationship between the project team and the following parties:
A team that is responsible for the project launch (especially those responsible for coordination such as progress, quality and cost) - When the project is launched, the relevant positions within the organization should be identified and the project team should be responsible for the quality and cost management system (5.5.2 of B/T19004-2000). This function should be integrated with other project functions, such as finance, customers and other relevant parties. A review of the project organizational structure should be planned and carried out regularly to determine whether it is adequate and sustainable: 6.2.3 Personnel allocation
It should be specified that the project staff should have the necessary capabilities, training, and management (for the definition of "capability", see GB/T19004-2000). .12
When selecting project personnel, the technical quality of the personnel should be considered, special attention should be paid to the requirements of the personnel with key vacancies, and there should be sufficient qualified personnel with the right time limit. In particular, when selecting personnel with special needs, the degree of specialization should be based on the work experience and the consideration of their abilities and previous experience. When selecting project managers, priority should be given to the professional and management talents. The project manager should be responsible for the establishment, implementation and maintenance of the project management system: (5/1 9004-20 v. 6.?.
When allocating personnel carefully, the project manager should consider their personal interests, personal qualities, strengths and weaknesses. Understanding the personality characteristics and experience can be1. The quality and success of a project depends on the people involved. Therefore, special attention should be paid to the dynamics of processes related to people. This process aims to create an environment in which people can contribute to the project honestly, effectively and efficiently. People-related processes (see Appendix A): Staffing - Team building: Staffing management - see Appendix A, Staffing objectives - see Appendix B, Staffing measures - see Appendix A, Staffing measures - see Appendix B, Staffing measures - see Appendix A, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix A, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B, Staffing measures - see Appendix B . It is necessary to identify and establish the relationship between the project team and the following parties:
A team that is responsible for the project launch (especially those responsible for coordination such as progress, quality and cost) - When the project is launched, the relevant positions within the organization should be identified and the project team should be responsible for the quality and cost management system (5.5.2 of B/T19004-2000). This function should be integrated with other project functions, such as finance, customers and other relevant parties. A review of the project organizational structure should be planned and carried out regularly to determine whether it is adequate and sustainable: 6.2.3 Personnel allocation
It should be specified that the project staff should have the necessary capabilities, training, and management (for the definition of "capability", see GB/T19004-2000). .12
When selecting project personnel, the technical quality of the personnel should be considered, special attention should be paid to the requirements of the personnel with key vacancies, and there should be sufficient qualified personnel with the right time limit. In particular, when selecting personnel with special needs, the degree of specialization should be based on the work experience and the consideration of their abilities and previous experience. When selecting project managers, priority should be given to the professional and management talents. The project manager should be responsible for the establishment, implementation and maintenance of the project management system: (5/1 9004-20 v. 6.?.
When allocating personnel carefully, the project manager should consider their personal interests, personal qualities, strengths and weaknesses. Understanding the personality characteristics and experience can be
Tip: This standard content only shows part of the intercepted content of the complete standard. If you need the complete standard, please go to the top to download the complete standard document for free.