Project acceptance is the desired result of the company and even every project member. Once accepted, the company can collect money at the acceptance stage, and there is no need to invest so much manpower in the project. The project can finally come to an end, and everyone can relax. Project acceptance is the result of a series of meticulous work, which cannot be promoted by a certain success or a certain person's ability. The acceptance of a project generally consists of a series of preparations for acceptance. If we refine many stages of work and are approved for implementation before the final acceptance, then the project acceptance will be logical. First of all, we must make clear the premise of entering the acceptance. Many people think that it should be acceptable as long as we have completed the contents stipulated in the contract and the work stipulated in the demand specification and put it into trial operation for several months according to the contract. You can hold a contract or technical agreement to talk to the customer about the acceptance. But in fact, customers often disagree with the acceptance at this time. Their judgments are often not tender documents, contracts, technical agreements, demand specifications and other documents. In fact, no matter how detailed these documents are, they are of little reference value to users. What customers care about is whether their business really works in the system and works well, and take this as the standard for checking project acceptance. Of course, some projects can be accepted through business operation when business execution is not very good. 1, in the process of project implementation, pay attention to the determination of milestones and set phased goals. If you want to do a good job in a project and complete the acceptance conditions of the project, it is mainly measured by whether the business is available. We don't have to meet the needs of all users (here we mean the verbal needs, but if we turn them into words, we still have to meet them), and we don't have to solve some so-called technical difficulties before users will agree to accept them. Instead, we can achieve that business goal of some phases of the application. We should take the initiative to control the boundary of the project from the time of demand investigation, reasonably organize the implementation sequence of each business process according to the actual situation of customers, form a milestone in our project implementation plan, define the conditions for reaching the milestone, and get formal recognition from both parties. There is no highly consistent milestone recognition, that is, there is no project target agreement, and the project implementation plan without target agreement will always change the content and the initially set goals, resulting in uncontrollable plans, let alone acceptance. It is necessary for many people to define the content and business objectives of the project through detailed system requirements specifications. However, the approval of requirements specification is not the result of user review. It is necessary to find ways to let users participate in the formulation of requirements specifications and become the business realization goals derived by users themselves, so that they will not be easily deformed in the future. Project manager blog II. Actively communicate with customers. There should be a communication strategy in the project, how to report the progress of the work and get high-level support? How do the middle and middle levels constantly confirm their business objectives and gradually become clear? How to reach an agreement with the grassroots on the project application operation mode and continuously improve it? All need to be done through communication and feedback. The role of communication for the senior management is to let them know that we have been following the project objectives, whether the work in each stage is progressing smoothly, what are the reasons that affect the normal operation of the project, and what resources are needed to help. If you communicate with the senior management more, the first advantage is that the senior management often knows the progress of the project by listening to reports. You can arrange feedback checks to see if there is progress as we said, so that once the goals of each stage are approved, it is logical to ask the senior management to sign and confirm at last. The skill of reporting to senior executives is to analyze problems simply, objectively and reasonably, put forward countermeasures and suggestions, and ask them to make decisions. The middle level is often the main driving force and actual executor of the project, and it is also the most important requester of specific business needs. They know the actual operation process and the most specific requirements of the enterprise most clearly, and it is often not easy to do project acceptance without the consent of the middle level. Project management training can only get a big and macroscopic understanding of the enterprise project objectives through the early business research, but how to refine and finally implement it is not achieved overnight. Therefore, in the whole project process, the project teams of both parties should communicate constantly, especially in the middle level of the enterprise, so as to gradually understand more and more deeply and finally reach an agreement. Communication with the grassroots mainly reflects the concern for the end users, and actively communicates with the end users on a regular basis to eliminate some grievances and let users stick to it. At this time, we often find that many users are really easy to get along with. Although the software still needs to be improved, once they recognize our team, they will do their best to help us advance the project. At present, our company generally requires every project manager to fill out a detailed monthly project report during the project, reflecting the progress of the project, the deviation from the plan, the content of the completed project, the manpower input, the existing problems of the current project and the estimated progress of the project next month. Submit monthly progress report to department head, project management center and general manager's office for review. Similarly, the project manager circle should make monthly or even weekly reports for customers and reflect relevant information to the responsible person of customers and relevant senior management personnel.