Are the "project implementation plan and project performance objectives" you mentioned part of the application or an independent form? Is this the only column in the application without specific and more detailed content?
It is suggested to fill in this part from the following ideas:
1. The project construction goal (performance goal) mainly starts from two aspects: economic goal and teaching goal. If it is a school project, there is often no economic goal, mainly teaching benefit. It can be summarized as follows: how many courses can use the equipment and facilities of this project to improve the teaching effect; How many teachers benefit from it, reduce the intensity of preparing lessons and keep up with the pace of the times; How many students benefit from the multimedia teaching environment, which is more conducive to mastering professional knowledge and skills; Improve the modernization level of school education and teaching, enhance students' development potential and realize sustainable scientific development.
2. Implementation plan: The main contents of the project implementation include: bidding arrangement, classroom renovation, equipment installation, debugging and personnel training; The progress of the project construction is divided into several stages according to time, and each stage is connected with each other; Division of labor of project implementers; Project quality monitoring; Project acceptance. In short, this part is actually how you plan to carry out this work, and give a general description of this work, so that when applying for the project, the evaluation agency can measure whether the project is reliable or not.
How to arrange the content must be fully negotiated with the leaders. Before that, you can write a draft or outline according to the above aspects, and then work out the details after the leaders decide on the big aspects.
For reference only.
Question 2: How to fill in the score of 10 when applying for the evaluation index of science and technology projects? Write according to the following aspects (all the following items should be written)
1. technical indicators: what technical indicators can be achieved after the project is completed (refer to the national standard)? You must consider whether it can really be realized, otherwise you will dig a hole for yourself.
2. Intellectual property indicators: Where can I apply for patents, trademarks, copyrights, etc? When will the project be completed?
3. Economic indicators: how much can be sold; How much economic value has it brought to customers?
4. How many people can be employed in human resources?
5. What standards and levels can be achieved (international level, domestic leading, etc.). , which can be merged with article 1
Question 3: How to establish the performance appraisal index of project implementers 1. Performance appraisal indicators should be consistent with the strategic objectives of enterprises. In the process of formulating performance appraisal indicators, we must first conduct and decompose the strategic objectives of the enterprise at different levels, so that every position in the enterprise is given strategic responsibility and every employee assumes his own post responsibilities. Performance management is an effective tool for the implementation of strategic objectives, and performance management indicators should be decomposed around the strategic objectives and should not be separated from the implementation of strategic objectives. Only when the direction of employees' efforts is consistent with the strategic objectives of the enterprise can the overall performance of the enterprise be improved. Second, the performance appraisal indicators should highlight the key points, not be vague, and grasp the key performance indicators. Indicators are related, and sometimes they don't have to be comprehensive. By grasping the key performance indicators, the behavior of employees is guided to the goal direction of the organization. Generally, there are about five indicators, and too few indicators may not reflect the key performance level of the post; However, too many complicated indicators can only increase the difficulty of management and reduce employees' satisfaction, but can't guide employees' behavior. Third, performance appraisal indicators should emphasize quality and performance, and emphasize performance. Both should not be neglected. Too much emphasis on "quality" will bind people's hands and feet, and too much attention to personal behavior and interpersonal relationships will not be effective, and will hinder the development of people's personality and creativity, which will ultimately be detrimental to the overall development of organizations and society. Too much emphasis on "performance" is likely to encourage people's luck, make people opportunistic, take shortcuts, get quick success, and do whatever it takes. A good set of assessment indicators must arrange an appropriate proportion between "performance" and "quality". On the premise of outstanding performance, we should take into account the requirements for quality. Fourth, the performance appraisal index focuses on the word "fitness". Performance appraisal indicators are rooted in the "soil" of the enterprise itself and are very personalized. Enterprises with different industries, different development stages and different strategic backgrounds have different purposes, means and results of performance appraisal. The key to the performance of performance appraisal indicators is not how profound and accurate the appraisal scheme is, but the word "fit". Being "suitable" now does not mean being "suitable" forever. It must be adjusted in time according to the development of enterprises and the strategic planning requirements of enterprises in order to be applicable forever. Specifically, according to the needs of your company, choose the appropriate performance appraisal indicators.
Question 4: Briefly describe the work content of the project performance appraisal 1. Conduct quarterly assessment of all departments and offices and employees (including department heads) of the project department.
2. The assessment contents of departments and offices of the project department are divided into seven aspects: project management, contract cost management, safety management, technical quality management, fund management, information management and comprehensive management.
3. The content of employee assessment is divided into four aspects: work attitude, work ability, work performance and team spirit.
4. Quarterly assessment of each department of the project department.
6. Quarterly employee evaluation
Evaluation procedure of intransitive verbs
1. Each department and office of the project department shall report the work target plan for the next quarter to the performance appraisal working group of the project department at the end of each quarter; Starting from the next quarter, the performance appraisal working group of the project department will assess and score each department and office according to the work target plan of the previous quarter, and review and adjust the work target plan of each department and office in the next quarter.
2. The assessment work of each project department is led by the unit office, and other functional departments cooperate.
3. Each department and office of the company shall regularly assess and score each project department, and explain the reasons for deduction. All departments and offices shall sign and seal the Evaluation Score Form and submit it to the Human Resources Department, which will feed it back to all grass-roots units.
4. The comprehensive office of each project department summarizes all the assessment scores, and after being approved by the performance assessment working group of each project department, it will be published within each project department, and the assessment results will be fed back to the assessed departments and employees to establish performance assessment files. At the same time, the assessment results are reported to the human resources department of the company as an important basis for personnel assessment.
5. If the employees of the project department have any objection to the assessment results, they can appeal to the performance assessment working group of the project department. After receiving the complaint, the working group will give a reply whether to accept it or not within 3 days. For the accepted complaints, the complainant will be given a definite answer within 10 working days. If the performance appraisal working group of the project department can't give a satisfactory answer, it can continue to appeal to the performance appraisal leading group of each project department of the company, and the reply of the performance appraisal leading group of each project department of the company is the final answer.
VII. Application of evaluation results
The final result of departmental performance appraisal is regarded as the departmental appraisal coefficient of the quarterly performance award of the project department, and the final result of employee performance appraisal is regarded as the personal appraisal coefficient of employee quarterly performance award.
Eight. Description of related issues
1. The quarterly assessment results of the project department shall be submitted to the labor competition committee of the company at the same time as an important basis for assessment.
2. Project departments and employees who refuse to participate in the assessment without justifiable reasons shall be treated as unqualified.
3. Once found, any act of practicing favoritism, taking revenge, practicing fraud and not being serious and responsible will be dealt with severely.
4, one of the following circumstances do not participate in the bid evaluation.
(1) personnel who have worked in the project department for less than 3 months;
(2) Seconded employees or short-term workers;
(3) personnel who have not been closed by the discipline inspection and supervision department or the judicial organ;
(4) other personnel that the assessment team thinks will not participate in the assessment.
5. The enterprise planning department shall be responsible for the interpretation of these Measures.
6. The implementation measures since.
Schedule 1
Project Department Assessment Score Sheet
Name of Project Department:
Scoring standard of individual evaluation index
The actual situation of the highest score evaluation department
Weight of scoring and deduction reasons
score
The score of project management is below 8: the slow progress of the project leads to the delay of construction period and the confusion of material and equipment management;
9- 12: The project progress is normal and the materials and equipment are managed in an orderly manner;
13 or above: the project progress is fast, the work tasks can be completed ahead of schedule, and the management of materials and equipment meets or exceeds the relevant requirements of the company and the bureau; 15 engineering management department
Material management department
Equipment management department
Contract cost management is less than 8 points: the cost exceeds the specified index;
9- 12: the cost basically reaches the specified index;
/kloc-score above 0/3: the cost is lower than the specified index. 15 Market Development Department
Contract management department
The safety management score is below 8: a major production safety accident has occurred;
9- 12: No major production safety accidents occurred;
Score 13 or above: no safety accident occurred. 15 safety supervision department
Technical quality management is less than 8 points: the project quality has not reached the specified index;
9- 12: the project quality basically reaches the specified index;
Score higher than 13: the project quality exceeds the specified index. 15 technology center
Central inspection room
8 points or less for fund management: failing to allocate funds according to company regulations;
9- 12: basically in line with the company's management regulations ... >>
Question 5: What is the project performance of project management? Please ask professionals to answer, thank you sincerely. Your understanding of 20 points is very reasonable!
If we must follow strict performance management, we must have a set of performance management assessment standards to score!
But strictly speaking, it is both cost and progress!
In fact, there are many nodes in the process of a project from preliminary investigation to project establishment to final summary. When each node is completed, the high performance of the project will come out!
Question 6: How to write the project summary? How to write a project work summary 2008- 12-30 06:27 1. What is the purpose of the project summary?
1. Confirm what is effective in this project and why?
Summing up is not boasting, but writing successful experiences and adopting special methods or tools to facilitate the accumulation of knowledge and experience.
2. Prevent repeating mistakes
There will be many mistakes in the process of this project. By summarizing the mistakes and taking improvement measures, it can be used as the basis for improving the process and project management to prevent the mistakes from happening again.
Motivate team members
Everyone on the project team wants to know how they are doing. At the beginning of the project, LPDT should determine what the project should summarize, including the standards of project evaluation, methods and personnel (such as department manager or project director). ) who is involved in the assessment. It should include the performance evaluation of project team members. As long as the evaluation is fair, just and open, it will motivate the project team members to work harder.
4. As evidence of project practice
Sometimes, when customers (including internal customers) choose project contractors, they need to refer to the records of successful practices of related projects that you show, and then the project summary report will become important evidence.
Second, the project summary should include the content
1. Project time
What is the comparison result between the actual progress of the project and the plan? What changes have taken place during this period? What is the difference between the actual workload and the expected workload? The answers to these questions should be reflected in the project summary. The company should establish and improve the historical experience database, and the project summary should provide accurate and comprehensive data for this purpose, so as to facilitate the subsequent projects to obtain valuable reference information, help them improve the accuracy of the plan, and thus enhance the competitiveness of the company's research and development.
2. Project cost
For organizations that have not established project accounting, the labor cost can be expressed by the number of people × days, and people with different roles can be given corresponding weights.
3. Project quality
It is necessary to specify the conformity between the final deliverable of the project and the market demand (that is, the realization of the demand). For internal projects, the customer may be your boss or the organization itself.
4. How are the members of the personnel management and communication project team doing? Is the internal and external communication sufficient during the development process? What is the impact on the project? The answers to these questions should also be fully reflected in the project summary.
5. The new technology or method used here mainly refers to the new technology or method used in project management, such as tools used in project planning and project monitoring. It can also be something else, such as a CASE tool in a software development project. In order to improve the research and development efficiency and project control ability after reference by subsequent research groups.
6. Project Features: What's special about this project compared with previous projects? For example, special demand, special environment, different conventional resource supply, etc. In short, it is some challenging events, key solutions and implementation processes. So that the follow-up working group can learn from it and avoid possible project risks. 7. Customer feedback should take the feedback opinions and countermeasures of customers (including internal customers) as part of the project summary. It embodies the essential characteristics of "from customer to customer" in project development.
Finally, adhere to a principle: project summary should deal with things, not people. Don't summarize failed projects into articles that criticize, attack or even attack people; Don't turn a failed project summary into a criticism meeting.
Question 7: How to write the performance report of the project manager mainly reflects the following aspects of the project that has served as the project manager: 1. General situation of the project (including project scale, construction period, work contents, technical indicators and technical difficulties of main work contents); 2. The overall implementation plan of the project, and what measures have been taken to control the quality, progress and safety; 3. New technologies, new processes and new materials adopted; 4. The management objectives such as quality, progress, safety and civilization finally achieved by the project, and the social effects brought by economic objectives such as profit creation; Through the construction of the whole project, we can learn from experience, improve personal management and technical level. wait for
Question 8: What is the function of performance evaluation of engineering projects? The function of project performance evaluation: 1. Ensure that the owner understands the progress of the project and meet the owner's needs to check the progress of the project. 2. Further confirm the realization degree of the project organization's commitment to the project. 3. As the basis for predicting the final performance of the project construction. 4. Find the problems in project implementation as early as possible, so as to take measures in advance. 5 as the assessment results, the basis for the implementation of rewards and punishments. These are all necessary for project management. Reference: organization and management of engineering projects
Question 9: What are the main criteria for evaluating project performance? Combining two of them, this paper discusses why it can become the standard of evaluating performance. The criteria for evaluating project performance mainly include "output" and "benefit".
1. Output indicator: generally refers to output quantity (i.e. whether it is completed according to the preset quantity), output quality (i.e. whether it is completed according to the preset standard), output timeliness (i.e. whether it is completed according to the preset schedule), output cost (i.e. whether it is completed according to the preset cost, whether there is any waste of funds, etc. ).
2. Benefit indicators: generally refers to social benefits (that is, comprehensive social benefits generated after the completion of the project, which are refined according to the actual situation of the project); Economic benefits (that is, direct or indirect economic benefits after the completion of the project, such as increasing income or saving costs, etc. ); Sustainable impact (that is, the sustainable impact of project implementation on related parties or things, such as the sustainable impact of energy-saving renovation projects on improving the natural environment and reducing environmental pollution, etc.). ); Customer satisfaction (that is, whether the project has been recognized by the public or benefited the expected customers after completion, and how satisfied it is, etc. ).