注册一级建造师、造价员、交付项目经理，曽任职于广联达数字施工西南区域，现就职明源重庆,曾任云南交投集团云岭集团、重庆金科建设集团等多个项目交付负责人。数字化转型网www.szhzxw.cn
背景
2020年下半年，我和团队从0到1实施了一个大型企业数字化转型项目。经历了项目立项、调研、方案蓝图、试点上线、需求二开等阶段。
这个过程也使得我对数字化产品应用于施工行业的业务模式有了更为整体的感知。过程中做对了一些事，发现了一些思路，也误判了一些点，我尝试把它们记下来，算是一个阶段性的复盘。
一、项目回顾
1. 项目调研与实施规划
项目背景
重庆金科股份建设集团是涵盖建筑、园林、装饰等多业态发展的施工总承包企业，具备强大的综合竞争力，是重庆大体量总包企业的代表，年产值近百亿，年均项目近百个。
信息化转型前，有以下几个特点：
操作手工化：业务数据均需手工处理，线下EXCEL归档，导致数据零散不完整，无统一口径；
信息化系统孤立：除金蝶EAS以及OA系统外，无单独业务系统，只是用OA进行流程审批，无线上业务流程；
下级分公司有失败的信息化转型案例。。数字化转型网www.szhzxw.cn
如果把现状进行分类，大致又分为两个层面：
1. 业务信息化处于起步阶段，信息化转型需要从0到1；
2. 分子公司因为有转型失败案例，集团及分公司各层级对本次信息化实施期待不高。
所以我们就在思考，有没有可能解决这两个关键问题。
在调研阶段，团队分别对集团和各分子公司进行中高层领导1对1调研，经过对业务深入的探讨，我们了解到，怎样去解决各层级当前线下手工报表填报任务繁重的问题是本次实施上线的第一个突破口。
换句话说，只要给业务部门解决了每月几十甚至上百个手工报表填报，我们的服务对象才会体会到信息化的初步价值，也才会在后续阶段主动地配合我们实现企业的数字化转型。
由于涉及业务部门较多，不能一一列举各部门调研现状。在本次调研复盘中，以经营管理部门为核心，以下将深挖业务部门痛点和需求进行探索和确立方案。
建设集团的经营管理部主要负责集团日常经营业务，架构由成本部与采招部组成，直接领导各分子公司对应业务部门。我们在调研过程中，通过中高层问答与数据分析，发现以下三个核心问题：
1.由于缺乏统一的集团层级成本管控科目，集团以及各分子公司目前尚无成本核算标准，没有目标成本制定制度与措施，未做目标成本测算，管理较好的个别项目也只是将模拟清单的量价略作调整后，以预算形式编制目标成本，整体成本管控架构缺失；数字化转型网www.szhzxw.cn
2.业态复杂。企业曾探索用一套成本体系贯穿多个专业业态，后续该套成本体系不满足为多专业多业态提供支撑；
3.采购过程、合同管理混乱。因为缺乏目标成本测算，导致合约规划缺失，没有制定基于成本分析和管控的采购计划，迫于生产进度招标，定标权责不清、随意性大，集团以及分子公司领导对部分合同处于“盲签”状态。合同履约过程中，线下向甲方产值申报、二次经营以及对劳务分包、专业分包、材设供应商的管理是该部门历来痛点。
于是，我们拟定通过信息化策划对当前业务有了这么两大改造：
（1）以集团经营负责人牵头工程部、财务部等多部门制定适用于全集团的成本科目体系：
去掉各专业及业态干扰，求同存异；按照造价要素分析以及各专业业态共性，建立多层级多业态成本科目体系，同时与财务部门财务管理科目对应，以便于为项目后期业财一体化提供标准化支撑。
项目科目图如下（由于数据涉密，下图非客户实际科目体系，图例取自广联达集团级成本管控软件）：
通过成本科目体系建立，我们有了三算对比的统一纬度，下图为创建的三算对比模型：
（2）以集团运营部负责人（甲方项目经理）从权责划分到预警强控，建立全过程精细化管控体系：
此过程重点内容，一方面通过业务现状梳理，理清各业务部门职责边界，优化权责文件，上线业务流程，将线下或OA流程模式分阶段移植到在线平台；另一方面，团队对经营填报类表单进行归纳整理，列出能够通过在线平台抓取的报表清单。
我们有了这么一个想法后，建立了以成本管控为核心基于全过程精细化的在线管控模型。
模型解读
模型纵向分为企业和项目两级。
针对合同管理场景，应集团管控需求，我们对合同签订的权责进行了归口，由集团层统一对施工承包合同以及支出类合同进行统一管控和归档，由项目负责具体合同的履约及跟踪。
针对供应链管理场景，我们对供应链进行了分类、分库、分级管理，实现供应商全过程生命周期在线管理。合格供应商可以进入在线合格供应商库参加集团集中采购或项目分散采购。
针对成本管理，我们做了收入预算、目标成本以及实际成本的对比规划，计划以试点的方式，在标杆项目部率先实现在线目标成本测算；在不同的维度，比如成本核算对象，也进行了细分，比如±0上下等。
模型中还涉及到与成本息息相关的材料全过程管理、机械设备管理、劳务分包管理、专业分包管理、资金管理、增值税管理、工程管理，这里就不一一陈述。
至此，用户需求定义、成本模型分析、产品交付方向、初期用户调研预判，各系统顶层集成设计，这几步基本已经完成了。数字化转型网www.szhzxw.cn
下一步，就是最关键的上线验证，通过试点项目试运行，验证我们的核心规划和需求，是否成立，是否能规模化投入资源并在非试点项目扩量。
2. 在线验证
上线阶段，最重要的一件事：找到并验证核心价值
核心价值又分为两个维度：用户价值、商业价值。
用户价值验证是指，本次产品实施解决了用户什么场景下的什么问题，特别是替代手工效率提升了多少，我们是否能站在用户同理共情的角度给客户业务带来效率提升，如果成立，那用户价值是成立的。
商业价值是指虽然有用户使用，如果只是形同OA，就走走流程，形式化补录下数据，业务关键流程没有跑起来，用户通过信息化提升了多少，能不能降本增利，或者是不是为管理赋能提升了管理水平？—— 如果只是用户愿意用，但没做到降本增利，或者管理没有提升，那就跟做普通OA没啥区别了。
这里我们也需要在实施过程中，不停地自问、询问客户高层：数字化转型的目的是什么？
很多时候，如果实施人员没有明白上面那句话，很容易被蒙圈的客户牵着鼻子走。
这里感触比较深，一般比较大的项目，大多都业务复杂、技术要求高，需要跨部门协调，用户最希望的就是平台提供者可以引导他们，而不是用户说什么就做什么，项目管理者必须充当引领者，既要给客户作为业务咨询顾问又要充当项目引领的实施角色，从业务层明把错综复杂的业务梳理清楚，借鉴一些最佳实践或者把用户方竞争对手的案例拿过来参考，建立完整的业务视图，通过我们的IT能力，进行功能规划、系统规划和技术规划，最终输出项目演进的实施路径。通过做规划从业务和IT层面引导用户建立顶层设计架构，一步步实现由业务到IT系统的落地。
再来回顾下企业数字转型的核心改造：
（1）梳理下线业务：
索要客户管理资料，内部评审调研提纲。
调研过程横向面一定广，覆盖客户各种专业、各种经营模式；
纵向面一定要深，调研提纲要有深度，谈话时间要长，针对不了解的业务场景深挖到底
（2）设计模型，提出解决蓝图：数字化转型网www.szhzxw.cn
模型需要覆盖客户的全业务范围，针对于模型的细节，和客户反复探讨。业务蓝图需要包含场景的完整流程走向、各部门职责边界和审批环节、该场景流程涉及到的所有线下表单。这里又回到文章开头说到的关键突破口，我们将几十个甚至上百个表单归类梳理，最后形成不到十个并且满足成本业务条线在线的成本表单。
（3）试运行期间停止线下审批：
所有的目的只有一个，用业务倒逼系统关键用户使用系统、适应系统，发现问题并解决。
用户价值和商业价值，分别要验证什么？
（1）用户价值：
是否因为初期的不适应（阵痛期）而放弃？
这里有一个场景，是本次上线后的一个特殊的痛点：
金科建设的甲方金科地产是典型的头部房企，为达到项目快速运转，甲方使用的是模拟清单，而不是市面上广泛用的GBQ广联达国标清单。在合同签订后，施工单位并没有拿到准确的工程量清单和图纸，只能得到由甲方成本数据库为依据的工程量模拟清单，工程量数据不准确导致在做产值统计时，并且此种形式的清单不能像广联达GCCP生成的文件一样直接导入平台做产值统计，也不能够准确判断已完工程比例和目标成本跟踪。
项目初期，项目组在和客户高层领导沟通后提出一个折中的办法，将企业的模拟清单拆分成以人材机子目的仿定额类清单预算后再导入系统，如下图：
拆分过程对于项目预算员来说，是比较头疼的事。一份建筑模拟清单，清单项有数千项，完全拆分且核对准确，一般需要一个礼拜左右。以至于在交付初期，客户对项目的推动抱有质疑。针对这种情况，项目部果断采取措施，一方面优化拆分模板，另一方面协同产品部针对模拟清单研发直接导入功能。在双方努力下，目前已解决优化模板后的清单导入问题，预算员拆分的工时，已从一周左右缩短到半天，并能保证数据的准确性。导入后清单作为产值统计和生成收入预算成本数据，客户不仅适应了此种清单拆分统计模式，也在线上解决了客户以往没有准确量化依据的产值申报痛点，该价值获得用户认可。
（2）商业价值：
业务流程能否正常高效流转，在线化以后各业务流程转化率如何，是否达到提升管理并且提效降本的效果？
项目组做了这么几个动作：数字化转型网www.szhzxw.cn
1） 搞定供应链：
去掉了纸质化或EXCEL模式的供应链管理，同时也去掉了招标采购的随意化；
2）尝试测算目标成本：
在标杆试点项目，集团经营部颁布目标成本测算章程，鼓励项目预算员以测算方式进行目标成本探视，逐渐取代以往以预算方式评估目标成本，项目组成员和预算员同吃同住一起提量；
3）收入管理的三次经营制胜之道与四大盈利工具的在线化应用：
造价云学院马楠老师提出的三次经营制胜之道和四大盈利工具理念，与成本管理系统有异曲同工之妙，在合同管理环节，系统精细化全方面管理合同，营造出一次制胜之道。在项目调研阶段，部分工程总反应二次经营内容管理不规范，比如签证未能及时按量申报，缺失二次经营管理台账，导致施工单位利益丢失。在履约过程与最终结算阶段，系统能够按照设定的付款比例支付，支付时，领导可以从审批流程中随时调出与此结算有关的流转过程、甚至涉及到此次结算的物资（分包）计划，让领导做到心中有数不在盲签，实现了三次经营都有保障的价值。另外四大盈利工具也都在平台上有对应模块，通过工程部和成本部相互协同，让每一笔二次经营数据不遗漏且真实。
4) 验证材料全过程管理流程：
材料管理是施工现场管理重头戏，对现场人员素质要求高，历来也是管理人员痛点之一。集团经营部结合广联达成本管理软件以及B智慧工地硬件设备，出台材料管理制度，项目组在项目现场进行作业指导，让材料从计划到出库无一漏点在线管理。
背后的逻辑是：
(1) 供应链对企业降本起着至关重要的作用，通过在线入库考察、履约评估为施工企业找到战略合作商，以最低的价格购买质量最优的物资或分包服务，做到事前管控；
(2) 制定足够精细的目标成本，开启管控参数，在事中对各项支出合同进行量价管控；
(3)提高物资管理水平，总量、需用各种计划并行，在成本角度支撑工程进度。
如上所说，由于实施交付周期短，上线后也出现一些集成导致的问题，产品部、双方项目组、甚至双方中高层领导相互沟通、协调配合，在上线初期稍显紊乱的情境下，很快试点项目走向平稳化运行，各种业务数据流转正常且高效。项目组用于验证的关键数据也验证到了。
跑半个月的试运行，结果是：
(1) 几个试点项目数据补录完成，统计报表能看到指标；
(2) 之前过于繁琐的业务流程经简化后，权责清晰，流转效率高；
(3) 业务倒逼在线运行，也倒逼了管理水平的提高。
至此，我们完成了为期 1.5 个月的试运行，得出了最后的两个结论：
(1) 试运行模式可以规模化搞，业务模型覆盖了线下业务范围财务并且各模块之间流转有效；
(2) 二次深化培训和调研，作为试运行期间的补充
3. 上线结果数字化转型网www.szhzxw.cn
到这里，项目组可以拿着数据去找总裁做汇报。如下图，列举一些涉及到成本的数据成果指标（非客户数据）：
*成本科目三算对比分析
*动态成本分析
符合预期的部分：
1. 业务模型符合预期
成本业务模型符合预期
2. 二开需求符合预期
各种系统集成及开发进度符合预期
二、我的2个关键误判数字化转型网www.szhzxw.cn
从这个部分开始，我会聊聊结果与我的预期落差在哪里。在项目初期，我有哪些关键的误判，我当时是怎么思考的，现在又是怎么思考的，如何才能提高下次同类决策的决策质量。
误判1：调研的深度
我原本的逻辑其实很线性、很单点：
1. 用以往的经验去判断调研深度，调研深度不够；
2. 未针对客户的核心需求和非核心需求未区分一揽；
3. 未按照客户的角度去理解非常规场景；
虽然在进入项目时，双方项目组都采用用户 1 对 1 需求的调研。
现在回顾， 能为用户解决什么问题，这个才是核心需求。只有调研的深度足够，才能到达用户的心里，和用户对系统功能达成共识。
误判2：多系统集成后排了移动端审批开发
我的逻辑是先在PC端实现业务上线，让领导看到成果。由于未考虑到上线后领导使用感受，导致多系统集成未能第一时间开发完毕，领导在审批时受限于PC端。这是一个比较大的失误，忽略了1W用户最直观的体验。
额外再说一点，就是我在这个项目过程中，从来没有深度思考过：转型的程序到底是什么样？如果今天我再审视这件事，我会反问半年前的自己：“探寻更深层的业务，找到更贴切用户的需求，用信息化手段解决用户的核心需求，真的做到了吗”
三、思考框架的迭代
迭代1：和用户一起买产品
我自己的经验是，一个项目能否成功60%取决于用户，所以建立用户思维很重要，建立用户思维的核心就是站在用户的立场上为自己着想，也就是要共识。
这类大项目一般都涉及到大量重要的干系人，最典型几类干系人就是甲方项目经理、以及各业务部门用户、管理层、决策层，不同层级的干系人都要维护好，才能保证整个项目的顺畅进行。一般作为乙方项目负责人要有能力和甲方项目经理取得共识，并且得到中层管理者的支持，决策层需要由客户经理牵头高层领导建立互访通道。用户最基本的需求是简化流程提效、简化报表填报，直接通过录入数据获得分析结果。
在项目过程中，甲方项目经理要求项目组排双周计划，甲方项目经理的每一个需求都要认真对待，明白客户需求是什么为什么的场景，勾画怎么做的思维，回复的邮件或者微信群沟通需要逻辑清晰、专业。借助甲方项目经理的权力和能力推动项目，可以想象，如果没有甲方项目经理的全力推动和力挽狂澜，我想这个项目是推不动的。
交付说到底，不管你专业能力强，首先端正自己的心态，交付就是以服务的态度面对用户。
迭代2：和产品部一起做产品
通常这类大项目团队人数大，很可能涉及到不同产品线的协作，系统开发可能涉及到很多横向、纵向接口，需要协调大量第三方厂商共同完成接口的开发。这个时候我们就不是单纯的软件供应商商，而是总集成商，相当于施工总承包角色，需要协调自己公司内部各部门、用户、用户平行单位及部门、第三方软、硬件厂商共同协作完成项目的最终交付。
特别是需要向产品部多请教，明白平台内每个按钮或者页签对应的场景，避免因为避重就轻或者系统不熟被用户问倒，专业度备受质疑。
经过这个复盘，我大致给自己列了一个思考体系的清单，如果我再做一个从0到1做个项目交付，我会在开始之初，回答清楚这几个问题：
用户价值：
1. 这是用户的真需求、真痛点吗？
2. 我们的方案蓝图真的解决了这些痛点吗？
3. 当我们尝试解决这个问题时，是否带来了新的问题？
商业模式：
1. 在线化业务运作是否就是已完成数字化转型？
2. 创新的探讨，是否有更完善的顶层设计能够前瞻该行业未来趋势？
四、写在最后
带着以上两个疑问，结束了这一次复盘。省略了很多细节和曲折，沉淀了一些认知迭代。这也算是对过往经验的定期清零，把历史得失转化为新的经验与认知，然后带着这一个阶段的认知，继续奔向下一个阶段。
话说回来，交付项目与企业数字化转型都需要用心去对待，获得的成果也会让用户满意。
借用甲方项目经理的一句话，唯有热爱，生活才会更美好。我也加一句，唯有钻研，事情才会更明白。
翻译：
Registered first class constructor, cost member, delivery project manager, has worked in the southwest region of Glodon Digital Construction, is now working in Mingyuan Chongqing, once served as Yunnan Investment Group Yunling Group, Chongqing Jinke Construction Group and other project delivery person.
Background数字化转型网www.szhzxw.cn
In the second half of 2020, my team and I implemented a large-scale enterprise digital transformation project from 0 to 1. It has experienced the stages of project initiation, research, scheme blueprint, pilot launch, demand second opening and so on.
This process also enables me to have a more overall perception of the business model of digital products applied to the construction industry. In the process, I did some right things, found some ideas, and also misjudged some points. I tried to write them down, which is a phased review.
1. Project review
(1) Project research and implementation planning
Project background
Chongqing Jinke Construction Group is a general construction contractor covering construction, landscape architecture, decoration and other business types. With strong comprehensive competitiveness, it is the representative of Chongqing’s large volume general contract enterprise, with an annual output value of nearly 10 billion yuan and nearly 100 projects a year.
Before informatization transformation, it has the following characteristics:
Manual operation: All business data needs to be processed manually and archived in offline EXCEL, resulting in scattered and incomplete data without a unified caliber.
Information system isolation: Except Kingdee EAS and OA system, there is no separate business system, and only OA is used for process approval and wireless business process.
Lower-level branches have failed information transformation cases.
If the current situation is classified, it can be roughly divided into two levels:
1, Business informatization is in its infancy, and its transformation needs to be from 0 to 1;
2, Due to the failure of the molecular company’s transformation, all levels of the Group and its branches have low expectations for the implementation of informatization.
So we’re wondering if it’s possible to solve these two key problems.
In the research stage, the team conducted a one-to-one survey of the middle and senior leaders of the group and each molecular company respectively. After in-depth discussion of the business, we learned that how to solve the problem of the onerous task of filling in the current offline manual statements of all levels is the first breakthrough in the implementation of the online.
In other words, only when dozens or even hundreds of manual reports are completed for the business department each month, can our service objects realize the initial value of informatization and proactively cooperate with us to realize the digital transformation of the enterprise in the subsequent stage.
Due to the large number of business departments involved, it is not possible to list the research status of each department. In the review of this survey, with the operation and management department as the core, the pain points and needs of the business department will be dug deep to explore and establish a plan.
The operation management Department of the Construction Group is mainly responsible for the daily operation of the group. The structure is composed of the Cost Department and the Recruitment Department, and directly leads the corresponding business departments of each subsidiary company.
In the process of investigation, we found the following three core problems through the questions and answers of middle and senior management and data analysis:
1, Due to the lack of unified group-level cost control accounts, the Group and each subsidiary company currently have no cost accounting standards, no target cost formulation system and measures, and no target cost measurement. For individual projects with good management, they only prepare the target cost in the form of budget after slightly adjusting the quantity and price of the simulation list, and the overall cost control structure is missing.
2, Complex business forms. The enterprise has explored the use of a set of cost system through multiple professional business forms, the subsequent set of cost system can not meet the requirements of multi-professional and multi-business forms to provide support;
3, Chaotic procurement process and contract management. Due to the lack of target cost calculation, contract planning is missing, and procurement plan based on cost analysis and control is not developed. Forced by production schedule bidding, the rights and responsibilities of bidding are unclear and arbitrary, and leaders of the group and molecular companies are in a state of “blind signing” of some contracts. In the process of contract performance, offline reporting of output value to Party A, secondary operation, labor subcontracting, professional subcontracting, and management of material suppliers have always been the pain points of this department.
Therefore, we have proposed two major changes to the current business through information planning:
(1) Engineering Department, finance department and other departments shall be led by the group’s operating director to develop a cost account system applicable to the whole Group:
Remove the interference of various professions and business forms, seek common ground while reserving differences; According to the analysis of cost factors and the commonness of various professional formats, a multi-level and multi-format cost account system is established, corresponding to the financial management account of the financial department, so as to provide standardized support for the integration of industry and finance in the later stage of the project.
The project account diagram is as follows (due to the confidentiality of the data, the following figure is not the actual account system of the customer. The legend is taken from Gloglodon Group-level cost control software) :数字化转型网www.szhzxw.cn
Through the establishment of the cost account system, we have the unified latitude of the three-calculation comparison. The following figure shows the three-calculation comparison model created:
(2) The responsible person of the Group Operation Department (project manager of Party A) shall establish a refined control system for the whole process from power and responsibility division to early warning and strong control:
The key contents of this process are as follows: on the one hand, through sorting out the business status, clarifying the responsibility boundary of each business department, optimizing the power and responsibility documents, launching the business process, and transferring the offline or OA process mode to the online platform in stages; On the other hand, the team summarized and sorted out the business filling form and listed the list of statements that could be captured through the online platform.
With such an idea in mind, we set up an online control model with cost control as the core and refined process.
Model interpretation
The model is vertically divided into enterprise and project levels.
In view of the contract management scenario, we centralize the rights and responsibilities of contract signing in response to the group’s management and control requirements. The group level manages and files the construction contract and expenditure contract in a unified manner, and the project is responsible for the performance and tracking of specific contracts.
In view of the supply chain management scenario, we carry out classified, sub-warehouse and hierarchical management of supply chain to realize the online management of the whole life cycle of suppliers. Qualified suppliers can enter the online qualified supplier database to participate in group centralized procurement or project decentralized procurement.
In terms of cost management, we have made a comparative plan of revenue budget, target cost and actual cost. We plan to take the lead in realizing online target cost measurement in benchmarking project department in a pilot way. Different dimensions, such as cost accounting objects, are also subdivided, such as ±0 and so on.数字化转型网www.szhzxw.cn
The model also involves the whole process management of materials, machinery and equipment management, labor subcontracting management, professional subcontracting management, capital management, value-added tax management, project management, which is closely related to the cost.
At this point, the definition of user requirements, cost model analysis, product delivery direction, initial user survey prediction, the top-level integration design of each system, these steps have been basically completed.
The next step is the most critical online verification. Through the trial operation of the pilot project, we can verify whether our core planning and requirements are established, whether we can invest resources in scale and expand the number of non-pilot projects.
(2) Online verification
One of the most important things to do during the launch phase: find and validate core values
Core value is divided into two dimensions: user value and commercial value.
User value verification means that the implementation of this product solves what problems in what scenarios for users, especially how much the efficiency of replacing manual work is improved, and whether we can improve the efficiency of customer business from the perspective of user empathy. If it is true, then the user value is valid.
Business value refers to the fact that although users use it, if it is just like OA, walk through the process, formalize and record the data, and the key business process does not run, how much does the user improve through informatization? Can it reduce the cost and increase the profit, or does it enable management to improve the management level? If the user is willing to use it, but the cost is not reduced and the profit is not increased, or the management is not improved, it is no different from ordinary OA.
Here, we also need to constantly ask ourselves and ask the top management of customers during the implementation process: What is the purpose of digital transformation?
A lot of times, if implementers don’t understand the above sentence, it’s easy to be led by the nose of the customer.
Generally speaking, most large projects have complex business and high technical requirements, requiring cross-departmental coordination. What users want most is that platform providers can guide them, rather than do what users say. Project managers must act as leaders, acting as both business consultants and project leaders. We sorted out the intricate business from the business layer, drew on some best practices or took the case of the user’s competitor for reference, established a complete business view, carried out functional planning, system planning and technical planning through our IT capabilities, and finally output the implementation path of the project evolution. Through planning, users are guided to establish the top-level design architecture from the business and IT level, and the landing from business to IT system is realized step by step.
Again, review the core transformation of enterprise digital transformation:
(1) Sorting out offline business:
Request customer management information, internal review and research outline.
The research process must be wide, covering a variety of professional customers, a variety of business models;
The longitudinal aspect must be deep, the research outline should be deep, the conversation time should be long, and the business scenario that you do not understand should be dug to the bottom
(2) Design the model and propose the solution blueprint:
The model should cover the full scope of the customer’s business, and discuss the details of the model with the customer repeatedly. The business blueprint should contain the complete process of the scenario, the responsibility boundaries and approval procedures of each department, and all offline forms involved in the scenario process. Here comes back to the key breakthrough mentioned at the beginning of the article. We categorize dozens or even hundreds of forms, and finally form less than ten online cost forms that meet the cost business line.
(3) Stop offline approval during trial operation:
All the purpose is only one, using the business to force the system key users to use the system, adapt to the system, find problems and solve.
User value and business value, respectively, what to verify?
(1) User value:
Do you give up because of the initial discomfort (pain)?
Here’s a scenario that was a particular pain point after the launch:
Jinke Real Estate, Party A of Jinke Construction, is a typical leading real estate enterprise. In order to achieve fast operation of the project, Party A uses a simulated list, rather than the widely used GBQ Glodon national standard list on the market. After the contract is signed, the construction unit does not get the accurate bill of quantities and drawings, but can only get the simulation list of quantities based on Party A’s cost database. The inaccurate data of quantities leads to the production value statistics, and the list in this form cannot be directly imported into the platform for production value statistics like the files generated by Glodon GCCP. Nor can it accurately judge the proportion of completed projects and target cost tracking.
At the early stage of the project, the project team proposed a compromise after communicating with the senior leaders of the customer. The simulated list of the enterprise was divided into the imitated quota list budget for the sub-purpose of the talent machine and then imported into the system, as shown in the figure below:
The split process is a headache for project budgeters.
The split process is a headache for project budgeters. A building simulation list, there are thousands of items, completely split and check accurate, generally takes about a week. So much so that in the early days of delivery, the client had doubts about the project’s drive. In view of this situation, the project department took decisive measures, on the one hand, to optimize the split template, on the other hand, to cooperate with the product Department to develop the direct import function for the simulation list.
Thanks to the efforts of both parties, the problem of importing the list after optimizing the template has been solved, and the working hours split by the budget staff have been shortened from about a week to half a day, and the accuracy of the data can be guaranteed. After import, the list is used as output value statistics and revenue budget cost data. Customers not only adapt to this list split statistical mode, but also solve customers’ pain points of output value declaration without accurate quantification basis online, and this value is recognized by users.
(2) Commercial value:
Can the business process flow normally and efficiently? What is the conversion rate of each business process after online? Can it achieve the effect of improving management and improving efficiency and reducing cost?
The project team made the following actions:
1) Fix the supply chain:
The paper or EXCEL model of supply chain management is removed, and the arbitrary bidding procurement is also removed.
2) Try to calculate the target cost:
In the benchmarking pilot project, the group business department promulgated the regulations of target cost measurement to encourage the project budgeter to visit the target cost by measuring it, gradually replacing the previous budget way to evaluate the target cost. The project team members and the budgeter raised the quantity together with eating and living.
3) Three operational winning ways of revenue management and online application of four profit tools:
The concept of three successful operations and four profit tools proposed by teacher Ma Nan of Cost Cloud College is similar to that of the cost management system. In the contract management link, the system refined and comprehensive management contract, creating a way to win. In the project research stage, some projects showed non-standard management of secondary operation contents, such as the failure to timely declare the visa and the lack of secondary operation management books, resulting in the loss of benefits of the construction unit.
In the performance process and final settlement stage, the system can pay according to the set payment proportion. During the payment, the leader can transfer the transfer process related to this settlement at any time from the approval process, and even involve the materials (subcontracting) plan of this settlement, so that the leader can know the blind signing in mind, and realize the guaranteed value of the three operations. In addition, the four profit tools also have corresponding modules on the platform. Through the cooperation between the engineering department and the cost department, every transaction of secondary operation data is not omitted and true.
4) Verify the whole process of material management:
Material management is an important part of construction site management, which requires high quality of site personnel and has always been one of the pain points of management personnel. The Group operation department, combined with Glodon cost management software and B smart site hardware equipment, introduced the material management system. The project team provided operational guidance on the project site, so that the materials could be managed online without any leakage from the planning to the delivery.
Here’s the logic behind it:数字化转型网www.szhzxw.cn
(1) Supply chain plays a vital role in cost reduction of enterprises. Through online warehousing inspection and performance evaluation, strategic partners are found for construction enterprises, and the best quality materials or subcontracting services are purchased at the lowest price, so as to achieve prior control;
(2) Formulate sufficiently detailed target costs, open control parameters, and control the volume and price of various expenditure contracts in the process;
(3) Improve the level of material management, the total amount, the need to use a variety of plans in parallel, support the project progress from the perspective of cost.
As mentioned above, due to the short implementation and delivery cycle, there were also some integration problems after the launch. The product department, the project teams of both sides, and even the middle and senior leaders of both sides communicated and coordinated with each other. Under the slightly disordered situation at the early stage of the launch, the pilot project quickly moved to smooth operation with normal and efficient flow of various business data. The key data used by the project team for verification has also been verified.
After half a month’s trial run, the results are:
(1) Data supplement of several pilot projects has been completed, and indicators can be seen in statistical statements;
(2) After simplifying the previously cumbersome business process, the rights and responsibilities are clear and the transfer efficiency is high;
(3) The business is forced to run online, but also forced to improve the level of management.
At this point, we have completed a 1.5 month trial run and reached two final conclusions:
(1) The trial operation mode can be scaled up, the business model covers the offline business scope of finance, and the flow between modules is effective;
(2) Deepen training and research twice as a supplement during the trial operation
(3) Online results
Here, the project team can take the data to the president for a report. The following figure lists some data performance indicators (non-customer data) related to cost:
Comparative analysis of three calculations of cost items
Dynamic cost analysis
What is expected:
1, The business model meets expectations
The cost business model meets expectations
2, The second opening demand is in line with expectations
All kinds of system integration and development progress meet expectations
2. My two key misjudgments
Starting with this section, I’ll talk about where the results fell short of my expectations. What key misjudgments did I make at the beginning of the project? How did I think then and how do I think now? How can I improve the quality of similar decisions next time?
Miscalculation # 1: Depth of research
My original logic is actually very linear, very single point:数字化转型网www.szhzxw.cn
1, Use previous experience to judge the depth of research, but the depth of research is not enough;
2, The core needs and non-core needs of customers are not differentiated;
3, Failed to understand unconventional scenarios from the perspective of customers;
Although when entering the project, the project teams of both sides adopt the 1-to-1 demand survey of users.
Now, in retrospect, what problems can be solved for users, this is the core requirement. Only when the depth of the survey is sufficient, can users reach the heart and reach a consensus with users on the system function.
Misjudgment 2: The development of mobile terminal approval after multi-system integration
My logic is to realize the business online on the PC side first, so that the leader can see the results. Due to the failure to take into account the leaders’ experience of using the system after going online, the development of multi-system integration could not be completed in the first time, and the leaders were limited to the PC side during the approval. This is a big mistake, ignoring the most intuitive experience of 1W users.
What’s more, during the course of this project, I never really thought deeply about: what is the process of transformation? If I review this matter today, I will ask myself six months ago: “To explore deeper business, find more appropriate needs of users, and use information means to solve the core needs of users, have we really done it?”
3. Think about the iteration of the framework
Iteration 1: Buy products with users
My own experience is that 60% of the success of a project depends on the user, so it is important to build the user’s mind. The core of building the user’s mind is to stand in the user’s position for yourself, that is, to agree.
Such a big project usually involves a large number of important stakeholders. The most typical types of stakeholders are Party A’s project manager, users of various business departments, management and decision-making levels. Stakeholders at different levels should be well maintained to ensure the smooth progress of the whole project. Generally, the project leader of Party B shall be able to reach consensus with the project manager of Party A and get support from the middle management. The decision-making level shall be led by the account manager to establish a channel of exchange of visits by the senior leaders. The most basic demand of users is to simplify the process and improve efficiency, simplify the report filling, and obtain analysis results directly through data input.
In the process of the project, the project manager of Party A requires the project team to make a bi-weekly plan.
In the process of the project, the project manager of Party A requires the project team to make a bi-weekly plan. The project manager of Party A should take every requirement seriously, understand what the customer needs are and why the scene, outline the thinking of how to do it, and reply to the email or wechat group communication should be logical and professional. With the power and ability of the project manager of Party A to promote the project, it can be imagined that without the full efforts of the project manager of Party A to promote and turn the tide, I think this project could not be pushed forward.
Delivery In the final analysis, no matter you have strong professional ability, first correct their mentality, delivery is to serve the attitude of the user.
Iteration 2: Work with Product Department on the product
Usually, this kind of big project has a large team size, which is likely to involve the collaboration of different product lines. System development may involve many horizontal and vertical interfaces, and it is necessary to coordinate a large number of third-party manufacturers to jointly complete the interface development. At this time, we are not a pure software supplier, but a general integrator, equivalent to the role of general contractor of construction. We need to coordinate various departments, users, parallel units and departments of users, and third-party software and hardware manufacturers to complete the final delivery of the project.
In particular, it is necessary to consult the product department to understand the corresponding scene of each button or TAB in the platform, so as to avoid being asked by users and being questioned about professionalism due to evasion or unfamiliarity with the system.
After this review, I have roughly made a list of thinking systems for myself. If I do a project delivery from 0 to 1, I will answer these questions clearly at the beginning:
User value:
1, Is this the real demand and pain point of users?
2, Does our blueprint really address these pain points?
3, When we tried to solve this problem, did we create new problems?
Business model:
1, Does online business operation mean that digital transformation has been completed?
2, Discussion on innovation. Is there a more perfect top-level design that can predict the future trend of this industry?
4. Write at the end数字化转型网www.szhzxw.cn
With the above two questions, the end of this resumption. Omitted many details and twists, precipitated some cognitive iteration. This is a kind of periodic clearing of past experience, turning historical gains and losses into new experiences and understandings, and then moving on to the next stage with the knowledge of this stage.
That said, delivering projects and digital transformation of an enterprise need to be done with care, and the results will be satisfying to users.
To borrow a phrase from the project manager of Party A, only love, life will be better. I also add, only study, things will be better understood.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源：马楠讲造价；编辑/翻译：数字化转型网宁檬树。
免责声明: 本网站(https://www.szhzxw.cn/)内容主要来自原创、合作媒体供稿和第三方投稿，凡在本网站出现的信息，均仅供参考。本网站将尽力确保所提供信息的准确性及可靠性，但不保证有关资料的准确性及可靠性，读者在使用前请进一步核实，并对任何自主决定的行为负责。本网站对有关资料所引致的错误、不确或遗漏，概不负任何法律责任。
本网站刊载的所有内容(包括但不仅限文字、图片、LOGO、音频、视频、软件、程序等) 版权归原作者所有。任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。
