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1、研发多项目管理(R&Dmultiprojectmanagement)R&Dmultiprojectmanagement[time]placeinBeijingonJuly201223-24,July201226-27,Shanghsi
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3、July201230-31,ShenzhenFirstdayclass:9:00-12:00a.m.,13:30-16:30p.m.Complimentaryseminarexchangetime:16:30-17:00(gifttime)Seconddaysforclass:9:00-12:00a.m.,14:00-17:00p.m.
4、PresentationR&DmanagementITsystemintroduces13:30-14:00(gifttime)Traininglocation:Beijing,Shanghai,Shenzhen,fourstarhotel(includingfourstars)[object]inCEO/,generalmanagerofenterprisedevelopment,thecompanyGeneralManager/DeputyGeneralEngineer/technicaldirector,ProjectManager/productmanager,
5、PM0(ProjectManagementOffice),amemberofthebackboneofR&Detc.・[cost]RMB2600yuan/persontheregistrationcanenjoythebundledpriceof4000yuan/two,ormorethanasinglethatpay2600yuan/person(includingtwodayChinese,specifiedmaterials,certificate,tea)CurriculumbackgroundIfthecompanyonlydoaproject,allreso
6、urcesfortheprojectpreparation,theleadershipistheprojectmanager,themostprimitivemethod:sticker,ameetingcantaketheprojectmanagement,researchanddevelopmentmanagementproblemsfacedbytheenterprisemoreisthemultiprojectproblem:1,howcanlimitedresourcesensurethecoordinatedoperationofmultipleprojec
7、tsatthesametime?2,howmanyprojectsneedtofocusonwhatcollaborationandbalance?3,Whataretherulesformultiprojectresourceallocation?Thusreducingresourceconflictsbetweenprojects4,asthecompany，sR&Ddecisionlevel,howtocontroltheinputofresourcesandgraspthedirectionoftheprojectthroughbusinessdecision
8、s?5,howtoshareknowledge,technologysharingandplatformbetweenmultipleprojects,soastoavoidrepeatingthesamemistakes?6,howtoimprovethesynergybetweenprojectplansbymeasuring,collecting,analyzingandguidingtheestimationwork?7,asatopsecretary,howdoesthePMOcarryoutthedailytrackingandmonitoringofmul
9、tipleprojectsandcoordinatetheconflictsbetweentheprojectsintime?Webelievethatprojectmanagementisnotonlyatechnicaldevelopmentwork,butthecombinationofthetechnologyandmanagementwork,sometimesevenisthemanagement,notonlytomasterthemethodofsingleprojectsuccessfuloperation,needto
