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The film "Rush" and "Rush" in English mainly tell the story of Ferrari car god Nikki Lauda and McLaren car god James Hunter competing with each other in the 70s F1 rally and feeling sorry for each other.
In the movie, Nikki believes that the risk of each game cannot exceed 20%, and within 20%, he can control. Beyond this risk, we will resolutely not play.
At the Death Track Nürburgring race in Germany, due to rainy weather and slippery roads, Nikki thought the risk was more than expected and he asked to cancel the race, but the drivers voted and the other racers asked for the race.
The race went according to plan, and towards the finish line, Nicky's Ferrari hit hard and set fire.
Nicky was trapped in the car for at least a minute, with severe burns to the head and inhalation of a large amount of toxic gases, and his life was in danger...
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Nicky Lauda once said:
Every season, there are 25 drivers in F1 and 2 of us die every year, what kind of person would do this kind of work?
It can be seen that the high risk of racing is simply taking life in the race!
In non-standard automation projects, most of the projects, need to be constantly changed and continuously improved, in order to gradually approach the customer's expectations, complete the acceptance, and even some projects, due to the customer or supplier to lose patience, and finally both parties decided to terminate the project, resulting in project failure.
According to the PMI of the Project Management Association, only about 30% of the hundreds of millions of projects implemented in the world every year can really be successful.
That is why there is the PMBOK "Project Management Knowledge System" guide, which aims to use a professional and systematic project management method to improve or ensure the success of the project, or to close the project at the least cost.
In PMBOK's Project Management Body of Knowledge, there is a chapter devoted to project risk management.
The future of a project is fraught with risks, stemming from uncertainty in any project.
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So, what kind of non-standard automation projects can be connected, and what kind of non-standard automation projects cannot be connected?
There is almost no standard answer to this question, and every enterprise and everyone looks at things differently, and can only discuss things on the basis of facts.
Let's start with a real-life case.
At the beginning of June 2020, I received the demand for automation equipment transferred from the company's business, which is laboratory equipment, to automate the complex and changeable laboratory process, which involves the grinding, cleaning, drying and other action processes that we have never touched before.
The original words of the business are, assess whether you can do it, if you can't do it, give up not doing it, it doesn't matter.
This situation, if it is you, do you do not do it?
Definitely not! There are too many unknown risks, there is no merit for doing a good job, and if you don't do well, you will pit yourself and the team into it!
A good project manager can neither be a risk follower, nor a risk neutral, nor a risk avoidant.
What should that be?
It should be: risk avoider + risk neutral + risk follower.
That is to say, the risk follower should follow, the risk avoidance that should be avoided, the risk neutrality that should be neutral, have the initiative, and do not blindly follow.
The goal of project risk management is to improve the probability and impact of positive events in the project and reduce the probability and impact of negative events in the project.
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In fact, this project, I did not simply say that I can do it, nor did I simply say that I could not do it.
Instead, we objectively analyzed it and found that the movement and control parts of it were not difficult for us, and we could certainly do it; and in terms of laboratory technology and process, we were completely laymen and could not say that we could do it.
I decided to adopt a positive risk or opportunity coping strategy, i.e. pioneering!
I asked to bring a senior engineer to the customer site and do a round of in-depth communication with the customer first.
So I replied more objectively, and at the same time let the business strive for a chance to communicate with customers face-to-face, whether it can be done or not, and then make a decision after communicating with the customer on the spot.
After a round of communication, we first sorted out the process of the equipment, and after subdivision, we found that this equipment is not as difficult as imagined, and we can try it!
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Although it is feasible in theory, in fact, whether it works or not, no one has a bottom.
At this time, you need to do some experiments first, do some DOE verification, and then make conclusions based on the verification results.
So I began to use a simple device to do a set of pure manual verification of the entire process flow, and the verification results were organized into meeting records, and the customer discussed further details and improvement measures.
Verify incoming weighing and raise incoming shearing issues
Verify sample pouring and raise sample wall hanging problems
After that, after two rounds of program communication, and invited customers to visit our company, the final plan was reviewed on the spot, and finally our plan was officially passed the customer's review and won the customer's opportunity.
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Sun Tzu said: "The winner of the temple who has not fought must be counted as many, and the one who has not fought and the temple is counted as invincible, and he who is counted as less. More wins, less wins, and nothing counts!"
In the first chapter of "Sun Tzu's Art of War," it is said that whether a battle can be fought or not, and whether it can be won or not, lies in the temple calculation, and the temple calculates victory.
Borrowed into project management, whether a project or a piece of equipment can be done, the key lies in project evaluation, also similar to temple calculation, first calculate whether the company supports (Dao), whether the time or environment allows (day), whether the customer's geographical location is suitable (land), whether the core engineer can take on (will), whether the project plan or process flow meets the requirements (law), if there is no grasp, to communicate more, more temptation or more experiments, to do it in the chest, the heart has a spectrum, then you can do it!
Surveys have shown that one percent of the orders are determined after the first contact, twenty percent of the orders can be reached after the second contact, eighty percent of the orders can be reached after the fifth contact, and more than five percent of the orders can be reached after eleven contacts.
In short, to decide whether the project can be done, we must first do a good job of temple calculation and project evaluation;
Secondly, when the project opportunities are unclear, or the project risks are uncertain, it is necessary to adopt positive risk response measures and actively explore in order to be invincible.
*Some of the pictures in this article are from the Internet, if there is any infringement, please contact to delete
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