Establishment basis, setting of goals

Answer 1

The following are the possible bases for setting different types of targets:

** I. Foundation for Preparing the Project Management Target Letter of Obligations **
1. ** Project contract document **: The scope of the project, the results to be delivered, and the time requirements specified in the contract will affect the target setting. For example, the contract required the project to be completed by a specific date, which became one of the basis for setting the project progress target.
2. ** Organization Management System **: The existing management regulations and processes in the organization, such as the quality management system and human resource management system, will restrict and guide the setting of goals. For example, according to the quality management requirements of the organization, the quality objectives of the project must meet a certain standard.
3. ** Project Management Planning Syllabus **: The overall planning framework and strategic direction in the Syllabus provide the basis for setting goals. It might include the initial planning of the overall positioning of the project, expected revenue, and other aspects, which would affect the determination of specific goals.
4. ** Organization's management policy and objectives **: The overall management direction and strategic objectives of the organization will be broken down into specific project objectives. If the organization was committed to expanding a certain market, the goals of the relevant projects might be set around the development of that market, such as setting a specific market share target.
5. ** Project characteristics, implementation conditions and environment **: The characteristics of the project itself, such as the size and complexity of the project, and the external environmental conditions of the project implementation, such as policy environment, market competition environment, natural environment, etc. For example, in an environment with strict environmental protection policies, projects may have to set targets that meet environmental protection requirements, such as energy conservation and pollution reduction targets.

** 2. The basis for setting business goals (Take sales as an example)**
1. ** Backward Derivation of Performance Calculation **
- First, he would set an overall performance target, such as setting an annual sales volume of 100 million. However, this goal was not simply to average it out to every month or every day, but to find the core goal. The core goal was not a simple indicator directly related to performance, such as simply calculating the number of customers or the number of transactions per day.
- Through a series of calculations and analysis, such as calculating the number of customers to visit according to the sales turnover rate, and then determining the number of sales people to be recruited according to the visiting ability of each salesperson, these became the basis for setting the target. For example, if the sales turnover rate was 5%, and the average number of customers visited was 1, then to achieve a certain amount of sales, the number of customers that needed to be visited every day needed to be calculated. Then, the number of sales people needed to be determined according to the visiting ability of each salesperson. These were all to achieve the final performance goal.

** 3. The basis for setting the production plan target **
1. ** Evidence for production capacity constraints **
- ** Order Contract Restrictions **: The variety, quantity, and delivery time of the production are important basis for setting the target. For example, according to the delivery time requirements in the order contract, set the production progress target to ensure that the production task was completed within the specified time, and determine the production target according to the order quantity.
- ** Technic design constraints **: The process used, the type of yarn used, and the amount used affect the target setting. If the process was complicated and time-consuming, the production progress target or quality control target might be adjusted.
- ** Material preparation constraints **: Whether the raw materials are purchased or self-prepared, self-processing processes, and other factors affect the target. If raw materials needed a long time to prepare or special processing was required, the preparation time of raw materials needed to be considered in the production plan target, and the production start-up time target might be adjusted.
- ** Equipment Requirement **: The type and quantity of looms, the equipment matching situation before and after the process, and other restriction target settings. The production capacity of the equipment determined the upper limit of the production target. If the number of equipment was limited, the production target and production progress target should be set reasonably according to the production capacity of the equipment.
- ** Personnel constraints on working hours **: The production quota of different varieties, the number of classes per week, the attendance rate of workers, and other impact targets. For example, according to the worker's attendance rate and unit output quota, set a reasonable daily output, weekly output target, etc.
- ** Energy supply constraints **: The supply of electricity, water, and gas affects the target. If the energy supply was unstable, the production progress target or the equipment running time target might be adjusted.
2. ** Production capacity estimation basis **
- There were four types of production capacity to consider: theoretical production capacity, fixed production capacity, efficiency production capacity, and schedule production capacity.
- ** Theoretic yield **: Set the theoretical production capacity target based on theoretical yield (the number of products that can be produced theoretically in a unit of time, regardless of equipment and personnel efficiency). For example, the theoretical output per unit time calculated based on the loom speed and the warp and thread density could set the theoretical maximum production capacity target.
- ** Fixed yield **: Considering the production target that can be achieved after the equipment and personnel efficiency consumption, set a fixed production capacity target, which is closer to the actual achievable production capacity.
- ** Efficiency-coefficient **: A coefficient based on production indicators such as the rate of equipment in good condition, average attendance rate, rate of overproduction, and rate of genuine products. It is used to calculate the efficiency and production capacity target.
- ** Progress Deviation **: The difference between the actual production progress and the planned progress. The production capacity target is adjusted according to this indicator to determine the target number of orders received by the enterprise.

** IV. The basis for setting the objectives of the project plan (in terms of general principles)**
1. ** The unified management of the target **
- Requirements of the project's related parties: The related parties of the project may have different or even conflicting requirements. When preparing the project plan, we must balance and unify their requirements so that the project objectives are accepted by all the related parties or at least not strongly opposed. For example, different departments may have different priorities for the cost, progress, quality, and other objectives of the project, which needs to be coordinated and unified.
- Understanding of project clients: Most of the project clients may not have a comprehensive understanding of the project objectives. When preparing the project plan, they must carry out unified management of the entire objective for the client to achieve the client's requirements.
- The relationship between the project progress, cost, and quality: These three objectives are interconnected and mutually restrictive. When preparing the project plan, it is necessary to manage the relationship between the three objectives and prioritize the project objectives to ensure that the important objectives can be achieved.
2. ** The unified management of the plan **
- The influence of different technical and management plans on the project objectives: Different plans have different influences on different parties and different project objectives (such as progress, quality, etc.). When preparing the plan, you must weigh the pros and cons and find an acceptable plan or compromise plan to meet the needs of all parties. This will also affect the setting of the project objectives.
3. ** Unified management of the process **
- Project life cycle management: The overall management of the project requires the management of the entire life cycle of the project, and the unified management of the project stage is achieved by formulating a unified project plan. This meant that the project goal setting had to consider the entire life cycle of the project, from the start to the end. Changes during the implementation of the project must also be managed in a unified manner, which would also affect the adjustment of the target.
4. ** Harmonization of technical work and management work **
- The technical work and management work should be unified, coordinated, and integrated according to the time sequence. The relationship between the two should be coordinated according to the Timeline. This would also affect the project goal setting. For example, the compatibility of the technical research and development progress and the management process would affect the overall goal setting of the project.
5. ** The unified management of the plan **
- The coordination between the overall plan and the sub-plans: As the overall plan, the project plan should coordinate the scope, progress, and other aspects to achieve the coordination between the overall plan and the sub-plans. This is a factor that needs to be considered when setting the goal to ensure the compatibility between each sub-goal and the overall goal.
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