崗位職責(zé)項(xiàng)目管理規(guī)章制度

崗位職責(zé)項(xiàng)目管理規(guī)章制度1.背景和目的本規(guī)章制度旨在確立和規(guī)范企業(yè)項(xiàng)目管理的崗位職責(zé)，明確各職責(zé)人的權(quán)責(zé)和工作要求，以提高項(xiàng)目管理的效率和質(zhì)量。通過明確崗位職責(zé)，協(xié)調(diào)各部門之間的合作，使項(xiàng)目能夠定時(shí)、按質(zhì)、按量完成，實(shí)現(xiàn)企業(yè)目標(biāo)。2.職責(zé)和權(quán)限2.1項(xiàng)目發(fā)起人提出項(xiàng)目建議并提交給相關(guān)部門審批；確定項(xiàng)目目標(biāo)、范圍和預(yù)算；同意項(xiàng)目計(jì)劃和進(jìn)度布置；階段性評(píng)估項(xiàng)目進(jìn)展，確保項(xiàng)目符合預(yù)期目標(biāo)；批準(zhǔn)項(xiàng)目更改和決策。2.2項(xiàng)目經(jīng)理負(fù)責(zé)項(xiàng)目的整體管理和協(xié)調(diào)；訂立項(xiàng)目計(jì)劃、進(jìn)度和風(fēng)險(xiǎn)管理計(jì)劃；調(diào)配任務(wù)，并跟蹤和監(jiān)控項(xiàng)目進(jìn)度；協(xié)調(diào)各部門和團(tuán)隊(duì)成員，促進(jìn)項(xiàng)目進(jìn)展；風(fēng)險(xiǎn)識(shí)別、評(píng)估和掌控，訂立風(fēng)險(xiǎn)應(yīng)對(duì)策略；與項(xiàng)目發(fā)起人和相關(guān)部門進(jìn)行有效的溝通。2.3項(xiàng)目團(tuán)隊(duì)成員依據(jù)項(xiàng)目計(jì)劃和任務(wù)調(diào)配，定時(shí)提交工作成績；樂觀參加團(tuán)隊(duì)會(huì)議，供應(yīng)項(xiàng)目進(jìn)展和問題反饋；搭配項(xiàng)目經(jīng)理的協(xié)調(diào)工作，確保項(xiàng)目進(jìn)度；建議并推動(dòng)項(xiàng)目改進(jìn)；定期匯報(bào)工作進(jìn)展和問題。2.4相關(guān)部門搭配項(xiàng)目經(jīng)理，供應(yīng)資源支持；參加項(xiàng)目計(jì)劃和需求確認(rèn)；供應(yīng)專業(yè)技術(shù)支持，并定時(shí)完成任務(wù)；搭配項(xiàng)目進(jìn)度，定時(shí)供應(yīng)相關(guān)料子；及時(shí)反饋項(xiàng)目風(fēng)險(xiǎn)和問題。3.工作流程3.1項(xiàng)目立項(xiàng)階段項(xiàng)目發(fā)起人提出項(xiàng)目建議并提交給相關(guān)部門審批；相關(guān)部門評(píng)估項(xiàng)目可行性，包含人力、物力、資金等資源的可行性；項(xiàng)目發(fā)起人和項(xiàng)目經(jīng)理確認(rèn)項(xiàng)目目標(biāo)、范圍和預(yù)算。3.2項(xiàng)目計(jì)劃階段項(xiàng)目經(jīng)理訂立項(xiàng)目計(jì)劃和進(jìn)度布置；相關(guān)部門供應(yīng)技術(shù)支持和資源搭配；項(xiàng)目經(jīng)理與項(xiàng)目團(tuán)隊(duì)成員和相關(guān)部門成員開展溝通，明確任務(wù)和工作內(nèi)容。3.3項(xiàng)目執(zhí)行階段項(xiàng)目經(jīng)理調(diào)配任務(wù)，并跟蹤和監(jiān)控項(xiàng)目進(jìn)度；項(xiàng)目團(tuán)隊(duì)成員定時(shí)提交工作成績；相關(guān)部門搭配項(xiàng)目進(jìn)度，供應(yīng)技術(shù)支持和料子；項(xiàng)目經(jīng)理進(jìn)行風(fēng)險(xiǎn)識(shí)別、評(píng)估和掌控，并及時(shí)溝通解決問題。3.4項(xiàng)目收尾階段項(xiàng)目團(tuán)隊(duì)成員完成工作，并整理項(xiàng)目文檔和資料；項(xiàng)目經(jīng)理與相關(guān)部門進(jìn)行項(xiàng)目驗(yàn)收；項(xiàng)目經(jīng)理和項(xiàng)目發(fā)起人進(jìn)行項(xiàng)目總結(jié)和評(píng)估，提出改進(jìn)看法；項(xiàng)目經(jīng)理歸檔項(xiàng)目文檔和資料。4.質(zhì)量掌控4.1項(xiàng)目計(jì)劃質(zhì)量掌控項(xiàng)目經(jīng)理應(yīng)訂立認(rèn)真的項(xiàng)目計(jì)劃，明確工作內(nèi)容和時(shí)間布置；相關(guān)部門應(yīng)供應(yīng)準(zhǔn)確的技術(shù)支持和資源保障。4.2項(xiàng)目執(zhí)行質(zhì)量掌控項(xiàng)目經(jīng)理應(yīng)監(jiān)督和檢查項(xiàng)目進(jìn)展，確保任務(wù)定時(shí)完成；項(xiàng)目團(tuán)隊(duì)成員應(yīng)定時(shí)提交工作成績，并進(jìn)行自我質(zhì)量檢查；相關(guān)部門應(yīng)定時(shí)供應(yīng)料子和技術(shù)支持。4.3項(xiàng)目成績質(zhì)量掌控項(xiàng)目經(jīng)理應(yīng)對(duì)項(xiàng)目成績進(jìn)行質(zhì)量評(píng)估，并與項(xiàng)目團(tuán)隊(duì)成員進(jìn)行確認(rèn)；相關(guān)部門應(yīng)參加項(xiàng)目成績的評(píng)估和確認(rèn)。5.項(xiàng)目更改管理5.1更改申請(qǐng)流程項(xiàng)目團(tuán)隊(duì)成員發(fā)現(xiàn)需求更改或問題，向項(xiàng)目經(jīng)理提出更改申請(qǐng)；項(xiàng)目經(jīng)理進(jìn)行評(píng)估和決策，決議是否接受更改申請(qǐng)。5.2更改影響評(píng)估項(xiàng)目經(jīng)理評(píng)估項(xiàng)目更改對(duì)進(jìn)度、本錢、質(zhì)量的影響，訂立相應(yīng)的措施；項(xiàng)目發(fā)起人和相關(guān)部門參加更改影響評(píng)估，給出看法和建議。5.3更改實(shí)施和掌控更改申請(qǐng)通過后，項(xiàng)目經(jīng)理通知相關(guān)部門和項(xiàng)目團(tuán)隊(duì)成員，并協(xié)調(diào)實(shí)施；更改后的進(jìn)度、質(zhì)量等進(jìn)行重新評(píng)估和掌控。6.監(jiān)督和評(píng)估6.1項(xiàng)目進(jìn)展監(jiān)督項(xiàng)目經(jīng)理定期報(bào)告項(xiàng)目進(jìn)展給項(xiàng)目發(fā)起人；項(xiàng)目發(fā)起人可要求項(xiàng)目經(jīng)理供應(yīng)認(rèn)真的進(jìn)展報(bào)告；相關(guān)部門可對(duì)項(xiàng)目進(jìn)展進(jìn)行抽查和評(píng)估。6.2項(xiàng)目評(píng)估和總結(jié)項(xiàng)目經(jīng)理和項(xiàng)目發(fā)起人進(jìn)行項(xiàng)目評(píng)估和總結(jié)，提出改進(jìn)看法；項(xiàng)目經(jīng)理歸檔項(xiàng)目文檔和資料。7.違規(guī)處理7.1細(xì)小違規(guī)對(duì)于細(xì)小違規(guī)行為，可以采取口頭警告、書面警告等措施進(jìn)行矯正；相關(guān)部門和項(xiàng)目經(jīng)理可提示違規(guī)人員遵守規(guī)章制度。7.2嚴(yán)重違規(guī)對(duì)于嚴(yán)重違規(guī)行為，可以依據(jù)情節(jié)輕重采取紀(jì)律處分，如停職、降職、解聘等措施；相關(guān)部門和項(xiàng)目經(jīng)理應(yīng)及時(shí)報(bào)告上級(jí)主管部門。8.附則本規(guī)章制度自頒布后執(zhí)行，如有需要進(jìn)行修訂，應(yīng)經(jīng)相關(guān)部門和項(xiàng)目發(fā)起人同意后進(jìn)行。未盡事宜，由相關(guān)部門和項(xiàng)目發(fā)起