Entrusted by the company from 2006 to 2009, as the project manager of the developer, I led the project team to participate in the development and implementation of the "Integrated Application System for Military Engineering Design Projects". The project involves four development units, only 50 application units and a large number of end users. The project has the characteristics of high complexity, involving many units and long development cycle. I fully run the theory and technology of project management, take measures in combination with the actual situation of the project, strengthen the analysis and management of project stakeholders, improve the project team's understanding of the importance of communication, increase internal and external communication, and ensure the quality and progress of the project. The project was successfully completed according to the plan, quality and cost, and achieved good application results, from which many experiences and understandings were gained. The first part of the text with the continuous advancement of informatization, it is becoming more and more important to support military engineering construction and logistics services with informatization, in order to adapt to modern management policies and strategies and meet the "Eleventh Five-Year Plan" formulated by the state. Information development policy in the fifth plan. In 2006, the integrated application system of military engineering design project was developed and implemented by XX Department of the General Logistics Department. After the project was popularized, it covered more than 40 large-scale military engineering design units, headquarters and large-scale integrated application systems of 7 competent departments. Focusing on networked collaborative design and management, two platforms (network platform and business basic application support platform) and four systems (integrated planning task management system, integrated project management system, engineering collaborative design system and industry management system) are constructed, and tasks, engineering planning, design activities and construction in the field of military engineering design are realized. Appointed by the company, I participated in the project management as the project manager of Party B. I led the project team to develop and implement for three years, and switched to online in early 2009, and achieved good operational results. In view of the heavy task, long cycle, high risk and complex team structure of large-scale projects, many difficulties will be encountered in the communication of large-scale projects: project stakeholders are affected to varying degrees because of the completion of the project, how to let different project stakeholders know the progress of the project and achieve the greatest satisfaction as far as possible. Different project stakeholders need different project materials. How do project stakeholders get the materials they need? Whether the project schedule is implemented on time, whether there is any change, and how to show it to different project stakeholders. Different stakeholders may have differences in dealing with problems. How to balance the expectations of different stakeholders? The second part of project communication management is mainly used in the process of information generation, collection, distribution, storage and final processing. Combined with this project, the management communication management plan is compiled from the following aspects. Because the stakeholders involved in the project have different expectations of the project and pay different attention to the project results, we should first classify the stakeholders and make our own communication plans according to different classifications. In view of this project, I would say that the stakeholders are divided into the following three categories: category I (the Secretary-General of XX Department in charge of this project and the leaders of various development units), category I (the leaders of various departments of major development units, such as Operation Department and Information Quality Department) and category III (the system participants and project team members appointed by Party A). The communication methods of these three types of stakeholders are different: one type of stakeholders is concerned about the overall progress of the project, so it is necessary to hold milestone review meetings at each milestone node regularly to review the achievements of the previous milestone of the project, and whether it is possible to carry out follow-up work to summarize and feedback the review opinions of the leaders. For the second kind of stakeholders, they are concerned about whether the specific functions of the project meet the needs, and they need to review the project results at different stages. For the three types of stakeholders who are concerned about the quality of the project, it is necessary to hold regular meetings every week to ensure the normal development of the project according to the quality and progress, and hold regular technical review meetings. Internal personnel can use instant messaging systems such as msn and rtx for informal communication, which can save some on-off meetings. Information Release Information release is mainly aimed at the stakeholders involved in project communication management, and the process of regularly releasing project information. According to the communication plan, these three types of stakeholders are committed to publishing information in different ways. For a class of stakeholders, I will publish the progress of the project and the meeting review report produced this month by telephone and email at the end of each month. For the second type of stakeholders, I will distribute the project completion function, quality and meeting report of internal review by telephone and email at the end of each month. For the three types of stakeholders, due to the centralized office environment of the project team, the weekly meeting report, the technical review report of the project (except the overall project report reported to the first stakeholder) and all technical documents of the project are updated to the project management database shared by the team every week by the configuration document administrator, and the project members can retrieve and view them at any time. Performance report Performance report is mainly used to report the work on a regular basis, compare it with the specified benchmarks such as progress, quality and scope, and find out the deviation between reality and plan. According to different stakeholders, performance reporting methods are different. For the first kind of stakeholders, we mainly pay attention to the progress of the project, so we use milestone meeting review to report the performance, record the review results and change requirements. I and the person in charge of each subsystem will hold a meeting report, record the changes put forward at the meeting, form a meeting review report, and distribute and track the feedback after the meeting. For the second kind of stakeholders, they are concerned about the realization of functions and the improvement of asking questions, so they adopt phased review meetings. I or the person in charge of each subsystem shall preside over the meeting, distribute the meeting report after review, and change the feedback results of improvement problems. For the three types of stakeholders, each team member needs to record his work completion every day and make a summary every week. The team leader of the subsystem will compare the progress and report to the person in charge of the subsystem. The person in charge of the subsystem holds a weekly meeting every Monday morning to summarize the work of the previous week and the follow-up of the problems raised at each review meeting. Report the results to me after the meeting and send a copy to the project members. The influence of stakeholder management on different stakeholders in the project needs to be managed for different stakeholders. For a class of stakeholders, I must report his concerns, such as the progress and the use of expenses, such as the opinions and feedback of various units on the project, in order to gain the greatest trust of important stakeholders in the project. For the second kind of stakeholders, they are mainly the actual business leaders, who have certain authority on the business process of the actual project, and need to adopt an open-minded attitude to realize the harmonious cooperative relationship between the two parties. For the three types of project team stakeholders, strict system, relaxed working atmosphere and appropriate reward methods are adopted to enhance the enthusiasm of team members. In the third part, the communication plan was made in the early stage of this project, and the performance report, project allocation and stakeholder management were strictly implemented in the implementation process. However, because the target of communication is people and there are many people involved in the project, there will still be some problems. The following are two typical situations. Within the team, there are both newcomers and experienced backbones, and the performance results of the personnel are also uneven. After three months of the project, some team members are depressed. I conducted a private analysis and understanding with the sub-project leaders, and found that people who are familiar with business and technology are concerned about their performance completion, and they have no patience to answer and help in the consultation and study of newcomers. In view of this situation, I consulted the relevant person in charge. At the middle and end of each month, the project members are regularly organized for a one-day training or experience exchange meeting, presided over by 2-3 backbones each time. If the content is rich or the effect is good, some rewards will be given to improve the overall ability of the team. In the external communication of the team, there will also be some situations. For example, the project management subsystem of a project involves two different working departments, the operation department and the project department, and there is project business between them. The result of the survey is that the statistics and usage methods given by the two departments are completely different. Because of some private differences, the two departments insist on their own handling methods in this business. Finally, communicate with the two sub-project leaders respectively, change the way of performance, and split a business and background operation in performance. Finally, both departments accepted the result. Although it costs a little in technology to change the way, it is the key to finally solve the problem and achieve customer satisfaction.