引用第4楼dica于2008-0303-21 22:05发表的 : kS_(
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有一个技术上的问题,说出来大家探讨探讨,前一阵子看了一本书,书名好像是月刊的项目管理,其中有一篇谈到用P3来管理设备、材料的到货。那本书中谈到将设备和材料当作 材料资源 放在工作包里进行管理控制,我认为这样的方式比较适合那些供货市场比较稳定,货源丰富的行业。应用于比较简单的采购和物流。我在做设备和材料的采购计划时是单独作为一个子项目进行控制,每个设备和每一种材料作为一个工作包,因为我所在的行业的设备和材料堪称供方市场,很多关键设备和材料没有提前一到两年订货期,根本拿不到。而且现在我的计划由于设备和材料问题很多工作包已经极度压缩,完全打乱了以前的工作分解。以后怎么走还得一步一步看。大家有兴趣的话看看能不能帮我解决困难呢。
*VFf.aPwYi (Dw,DY9 Same as a project, we need to define what is going to achieve. Read all replies, all are worth to consider, which is the best or which is correct?
H,DM1Z9rz ]^lw*724'> Read the "技术上的问题", the best is listed, can one man can make this happen? Can a software can make it happen? You and I answer the question quick -> NO.
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} Hkwl>R$ For a store keeper and/or purchaser, software help him to manage the store, forecast the rate of consumption, etc. Then where the forecast? I'll say by other team, for example, project team, business development team, etc. Once they proposed to use that machine, that material, they create the project on software and assign the necessary resources onto it. If over the limit, alert material control team.
Nd$W0YN: iPd[l{85Z It is not a team work on same platform, not a software to manage the team. Software support the team in process only, how to support, project team are smart to define and make it happen.