【项目管理】西门子项目分析(英文版)
工程项目管理英文书籍(3篇)
第1篇Introduction:Project management is a critical skill for engineers, as it enables them to successfully lead and deliver projects on time, within budget, and with high-quality outcomes. This book aims to provide a comprehensive guide to project management for engineers, covering essential concepts, methodologies, and tools. Whether you are a beginner or an experienced project manager, this book will help you enhance your skills and knowledge to excel in your projects.Chapter 1: Understanding Project Management1.1 Definition and Importance of Project Management1.2 Key Components of a Project1.3 Project Lifecycle and Phases1.4 Roles and Responsibilities in Project ManagementChapter 2: Project Planning2.1 Project Initiation2.2 Scope Definition2.3 Work Breakdown Structure (WBS)2.4 Schedule Development2.5 Resource Allocation2.6 Budget Estimation2.7 Risk ManagementChapter 3: Project Execution3.1 Team Management3.2 Communication and Collaboration3.3 Change Management3.4 Quality Management3.5 Progress Monitoring and ControlChapter 4: Project Monitoring and Control4.1 Key Performance Indicators (KPIs)4.2 Earned Value Management (EVM)4.3 Variance Analysis4.4 Corrective Actions4.5 Lessons LearnedChapter 5: Project Closure5.1 Completion of Deliverables5.2 Finalization of Contracts5.3 Project Handover5.4 Evaluation of the ProjectChapter 6: Agile Project Management6.1 Agile Methodologies6.2 Scrum and Kanban6.3 Iterative and Incremental Development6.4 Agile Tools and TechniquesChapter 7: Project Management Tools and Techniques 7.1 Gantt Charts7.2 Critical Path Method (CPM)7.3 PERT (Program Evaluation and Review Technique)7.4 Risk Management Tools7.5 Quality Management ToolsChapter 8: Soft Skills in Project Management8.1 Leadership and Communication8.2 Team Building and Conflict Resolution8.3 Time Management8.4 Problem-Solving and Decision-MakingChapter 9: Case Studies and Best Practices9.1 Real-World Project Management Examples9.2 Best Practices in Project Management9.3 Lessons Learned from Successful ProjectsChapter 10: Continuous Improvement and Professional Development10.1 Continuous Improvement Techniques10.2 Continuous Learning and Professional Development10.3 Certifications and AccreditationsConclusion:Effective project management is essential for engineers to ensure successful project delivery. This book provides a comprehensive guide to project management, covering key concepts, methodologies, and tools. By following the principles and practices outlined in this book, engineers can enhance their project management skills and contribute to the success of their projects. Remember, project management is a continuous learning process, and staying updated with the latest trends and techniques will help you excel in your career.Note: This outline provides a structure for a comprehensive book on engineering project management. Each chapter can be expanded into adetailed section, containing relevant examples, case studies, and practical exercises. The book can also include additional chapters on specific topics such as stakeholder management, sustainability inproject management, and international project management.第2篇IntroductionEngineering projects are complex endeavors that require meticulous planning, execution, and control. Effective project management iscrucial to the success of any engineering project, ensuring that it is completed on time, within budget, and meets the required specifications. This book serves as a comprehensive guide to engineering project management, providing readers with the knowledge and tools necessary to navigate the challenges of managing engineering projects successfully.Chapter 1: The Basics of Engineering Project ManagementThis chapter introduces the fundamental concepts of engineering project management. It defines what a project is, the importance of project management, and the key components of a project. Readers will learn about the project life cycle, the roles and responsibilities of project managers, and the importance of stakeholder management.1.1 What is a Project?A project is a temporary endeavor undertaken to create a unique product, service, or result. It has a defined beginning and end, and is typically characterized by specific objectives, constraints, and resources.1.2 The Importance of Project ManagementEffective project management ensures that projects are completed successfully. It helps in:- Reducing risks and uncertainties- Optimizing resource allocation- Enhancing communication and collaboration- Improving project performance- Ensuring customer satisfaction1.3 Key Components of a ProjectA project consists of several key components, including:- Objectives: The desired outcome of the project- Scope: The work that needs to be done to achieve the objectives- Resources: The people, equipment, and materials required to complete the project- Schedule: The timeline for completing the project activities- Budget: The financial resources allocated to the projectChapter 2: The Project Life CycleThe project life cycle is a framework that outlines the stages through which a project progresses. This chapter discusses the five stages of the project life cycle: initiation, planning, execution, monitoring and controlling, and closing.2.1 InitiationThe initiation stage involves identifying and defining the project. This includes:- Conducting feasibility studies- Identifying stakeholders- Establishing project objectives- Developing a project charter2.2 PlanningThe planning stage involves developing a detailed project plan. This includes:- Defining project scope- Identifying project activities- Sequencing activities- Estimating resources and durations- Developing a project schedule- Identifying risks and developing mitigation strategies2.3 ExecutionThe execution stage involves carrying out the project plan. This includes:- Assigning resources- Managing stakeholders- Controlling project activities- Implementing risk mitigation strategies2.4 Monitoring and ControllingThe monitoring and controlling stage involves tracking the project's progress and making adjustments as necessary. This includes:- Collecting project performance data- Comparing actual performance against the plan- Taking corrective actions- Managing changes to the project scope2.5 ClosingThe closing stage involves completing the project and transitioning the deliverables to the customer or owner. This includes:- Conducting a project review- Documenting lessons learned- Closing contracts and agreements- Celebrating the project's successChapter 3: Project Management Tools and TechniquesThis chapter discusses the various tools and techniques used in engineering project management. These tools and techniques help in planning, executing, and controlling projects effectively.3.1 Project Management SoftwareProject management software is a valuable tool that helps in managing projects efficiently. Some popular project management software tools include:- Microsoft Project- Primavera P6- Asana- Trello3.2 Agile Project ManagementAgile project management is an iterative and incremental approach to managing projects. It focuses on flexibility, adaptability, and collaboration. Agile techniques include:- Scrum- Kanban- Lean3.3 Risk Management TechniquesRisk management is a critical aspect of project management. This chapter discusses various risk management techniques, such as:- Risk identification- Risk analysis- Risk mitigation- Risk monitoringChapter 4: Stakeholder ManagementEffective stakeholder management is essential for the success of any project. This chapter discusses the importance of stakeholder management and provides strategies for engaging and communicating with stakeholders.4.1 Identifying StakeholdersIdentifying stakeholders is the first step in stakeholder management. Stakeholders can be internal (e.g., team members, project managers) or external (e.g., customers, vendors, regulatory agencies).4.2 Engaging StakeholdersEngaging stakeholders involves understanding their needs, concerns, and expectations. This can be achieved through:- Regular communication- Stakeholder meetings- Surveys and feedback4.3 Managing Stakeholder ExpectationsManaging stakeholder expectations is crucial for maintaining project momentum. This involves:- Setting realistic goals- Communicating effectively- Being transparent about project progressChapter 5: Leadership and Team ManagementLeadership and team management are critical skills for project managers. This chapter discusses the importance of leadership and provides strategies for building and managing effective project teams.5.1 Leadership SkillsLeadership skills include:- Communication- Decision-making- Conflict resolution- Motivation5.2 Team ManagementTeam management involves:- Assigning roles and responsibilities- Fostering collaboration- Encouraging continuous improvement- Addressing team conflictsConclusionEffective project management is essential for the success of engineering projects. This book has provided a comprehensive guide to engineering project management, covering the basics, the project life cycle, tools and techniques, stakeholder management, and leadership and team management. By applying the knowledge and skills gained from this book, readers will be well-equipped to manage engineering projects successfully and deliver high-quality results.AppendicesThe appendices of this book provide additional resources and references for further reading. These include:- Glossary of project management terms- Templates for project management documents- Case studies of successful engineering projects- Links to online resources and training programsReferences[References to relevant books, articles, and websites on engineering project management]---This outline provides a framework for a comprehensive guide to engineering project management. The actual book would need to be expanded with detailed content, examples, and case studies to meet the 2500-word requirement.第3篇Introduction:Project management is a critical skill required in the field of engineering. Whether you are a project manager, team leader, or simply an engineer, understanding the principles and techniques of effective project management can greatly enhance your ability to deliver successful projects. This book aims to provide a comprehensive guide to engineering project management, covering essential concepts, methodologies, and tools that will help you navigate the complexities of managing engineering projects.Chapter 1: Introduction to Project Management1.1 Definition and Importance of Project Management1.2 Project Management Processes1.3 Project Management Knowledge Areas1.4 Project Management FrameworksChapter 2: Project Planning2.1 Project Initiation2.2 Project Scope Definition2.3 Work Breakdown Structure (WBS)2.4 Project Schedule2.5 Resource Planning2.6 Risk Management Plan2.7 Quality Management Plan2.8 Communication Management Plan2.9 Procurement Management PlanChapter 3: Project Execution3.1 Project Team Management3.2 Project Monitoring and Control3.3 Change Management3.4 Conflict Resolution3.5 Project Documentation3.6 Stakeholder Engagement3.7 Project Status ReportingChapter 4: Project Monitoring and Control 4.1 Monitoring Project Progress4.2 Performance Measurement4.3 Variance Analysis4.4 Corrective Actions4.5 Project CloseoutChapter 5: Quality Management5.1 Quality Planning5.2 Quality Assurance5.3 Quality Control5.4 Continuous ImprovementChapter 6: Risk Management6.1 Risk Identification6.2 Risk Analysis6.3 Risk Response Planning6.4 Risk Monitoring and ControllingChapter 7: Communication Management7.1 Communication Planning7.2 Communication Channels7.3 Communication Techniques7.4 Conflict ManagementChapter 8: Project Procurement Management8.1 Procurement Planning8.2 Solicitation Process8.3 Contract Management8.4 Contract TerminationChapter 9: Project Leadership and Team Management 9.1 Leadership Styles9.2 Team Building9.3 Conflict Resolution9.4 Motivation and IncentivesChapter 10: Project Management Tools and Techniques10.1 Project Management Software10.2 Critical Path Method (CPM)10.3 Program Evaluation and Review Technique (PERT)10.4 Agile Project Management10.5 Six SigmaChapter 11: Case Studies and Best Practices11.1 Case Study 1: Construction Project11.2 Case Study 2: Software Development Project11.3 Best Practices in Engineering Project ManagementConclusion:Effective project management is essential in the field of engineering to ensure successful project delivery. This book provides a comprehensive guide to engineering project management, covering essential concepts, methodologies, and tools. By following the principles and techniques outlined in this book, you will be better equipped to manage engineering projects efficiently and effectively, delivering high-quality outcomes within the constraints of time, budget, and resources.Note: This outline is a brief summary of the content that can be expanded into a full-length book. Each chapter can be further elaborated upon, providing detailed explanations, real-world examples, andpractical guidance for engineering project management.。
西门子实施方法学
系统测试阶段
目标
➢系统通过用户接收测试； ➢系统准备完成，可以进行部署运行。
主要任务
✓系确认系统功能和业务需求的匹配程度； ✓通过功能测试，验证功能的完整性； ✓通过集成测试，验证系统的可用性； ✓通过性能测试，验证系统的稳定性； ✓各个系统接口的测试、联调； ✓通过用户接受测试，验证系统的易用性。
总体设计
定义服务的策略
项目启动与启动会
准备服务开展的活动 准备项目主计划
详细设计
管理详细设计活动 规划项目构建阶段活动
定义项目概要方案， 启动更改管理 含初步评估
定义合同（SOW） 识别评审客户业务目标
规划项目测试阶段活动 规划项目部署阶段活动
SOW评审与批准 获得采购订单
管理项目团队的培训
规划组织性更改管理
带给客户…
真正的业务改进 & 更快的价值回报！
Page 13
、质量和沟通计划； ✓定义数据迁移策略； ✓定义用户界面形式的用户场景； ✓完善软硬件架构部署规格； ✓定义测试与培训的环境。
Page 8
系统构建阶段
目标
➢系统开发与测试； ➢系统准备接收客户的测试。
主要任务
✓系统开发，实现开发规格定义的功能； ✓项目组内进行单元与集成测试； ✓进行开发培训的准备； ✓执行数据整理。
项目实施过程的主要交付物
Pre-Align 项目定义
Align 总体设计
Plan 详细设计
Build 系统构建
Test Deploy Close 系统测试 系统部署 项目验收
•方案建议书
•SOW（工作说 明书）
•初步的项目计 划与费用
•项目信息
•总体设计阶段 的计划
WinCC flexible管理项目版本
管理项目版本
系统手册, 2005年6月版, 在线帮助的打印输出
1-1
确定项目版本的应用 1.2 概述
1.2
定义
概述
1.2
版本管理区分项目自身和项目版本。项目是项目文件夹中的一个文件，可以在WinCC flexible 中进行编辑。项目版本是“RCS”位置处的一个文件，通过版本管理保存在该处。
小心 带有警告三角，表示如果不采取相应的小心措施，可能导致轻微的人身伤害。
小心 不带警告三角，表示如果不采取相应的小心措施，可能导致财产损失。
注意
表示如果不注意相应的提示，可能会出现不希望的结果或状态。
当出现多个危险等级的情况下，每次总是使用最高等级的警告提示。如果在某个警告提示中带有警告可能导致人身 伤害的警告三角，则可能在该警告提示中另外还附带有可能导致财产损失的警告。
Siemens AG Automation and Drives Postfach 48 48 90437 NÜRNBERG
在线帮助的打印输出 07/2005
西门子股份有限公司版权所有 2005. 本公司保留技术更改的权利
目录
1 确定项目版本的应用 ............................................................................................................................... 1-1
合格的专业人员
仅允许安装和驱动与本文件相关的附属设备或系统。设备或系统的调试和运行仅允许由合格的专业人员进行。本文 件安全技术提示中的合格专业人员是指根据安全技术标准具有从事进行设备、系统和电路的运行，接地和标识资格 的人员。
项目管理英文对照
项目管理术语中英文对照项目管理术语中英文对照ACWP Actual Cost of Work Performed 已执行工作实际成本AD Activity Description 工作描述ADM Arrow Diagramming Method 箭线图示解法AF Actual Finish Date 实际完成日期AOA Activity-On-Arrow 双代号网络图AON Activity-On-Node 单代号网络图AS Actual Start Date 实际开始日期BAC Budget At Completion 在完成时的预算BCWP Budgeted Cost of work Performed 已执行工作预算成本BCWS Budgeted Cost of work Scheduled 计划完成工作预算成本CCB Change Control Board 变更控制委员会CPFF Cost Plus Fixed Fee 成本加固定费用（合同）CPIF Cost Plus Incentive Fee 成本加奖励费用（合同）CPI Cost Performance Index 成本执行指数CPM Critical Path Method 关键线路法CV Cost Variance 成本偏差DD Data Date 数据日期DU Duration 持续时间，工期EAC Estimate At Completion 在完成时的估算EF Early Finish date 最早完成日期ES Early Start date 最早开始日期ETC Estimate (or Estimated) To Complete 到完成时的估算EV Earned Value 挣值法FF Free Float or Finish-to-Finish 自由时差，或完成到完成关系FFP Firm Fixed Price 完全固定总价合同FPIF Fixed Price Incentive Fee 固定价加奖励费用FS Finish-to-Start 完成到开始关系GERT Graphical Evaluation and Review Technique 图示评审技术IFB Invitation For Bid 邀标LF Late Finish Date 最晚完成日期LOE Level of Effort 投入水平LS Late Start date 最晚开始日期MPM Modern Project Management 现代项目管理OBS Organization(al) Breakdown Structure 组织分解结构PC Percent Complete 完成百分比PDM Precedence Diagramming Method 优先图示法PERT Program Evaluation and Review Technique 计划评审技术PF Planned Finish date 计划完成日期PM Project Management or Project Manager 项目管理或项目经理PMBOK Project Management Body of Knowledge 项目管理知识体系PMP Project Management Professional 项目管理专业人员PS Planned Start date 计划开始日期QA Quality Assurance 质量保障QC Quality Control 质量控制RAM Responsibility Assignment Matrix 责任分配矩阵RDU Remaining DUration 剩余工期RFP Request For Proposal 请求建议书RFQ Request For Quotation 请求报价单SF Scheduled Finish date or Start-to-Finish 计划完成日期或开始到完成关系SOW Statement of Work 工作说明SPI Schedule Performance Index 进度执行指数SS Scheduled Start date or Start-to-Start 计划开始日期或开始到开始关系SV Schedule Variance 进度偏差TC Target Completion date 目标完成日期TF Total Float or Target Finish date 总时差，或目标完成日期TS Target Start date 目标开始日期TQM Total Quality Management 全面质量管理WBS Work Breakdown Structure 工作分解结构定义这里定义的许多词，在词典的定义中具有更广泛的意义，在某些情况下具有不同的意义。
英文版工程项目管理系统
In today's fast-paced construction industry, the effective management of engineering projects is crucial for successful execution. An Engineering Project Management System (EPMS) serves as an essential tool that enables project managers and teams to streamline processes, enhance collaboration, and ensure timely completion of projects. This article explores the significance of an EPMS and its key features.An Engineering Project Management System is a comprehensive software solution designed to support the entire lifecycle of an engineering project. It encompasses various aspects such as project planning, execution, monitoring, and closure. The primary goal of an EPMS is to improve project performance, reduce costs, and minimize risks by providing a centralized platform for managing project activities.Key Features of an Engineering Project Management System:1. Project Planning and Scheduling: An EPMS helps in creating detailed project plans and schedules by breaking down the project into smaller tasks and assigning resources to each task. This feature enables project managers to track project progress, identify critical paths, and manage resources effectively.2. Resource Management: An EPMS allows project managers to allocate resources such as labor, materials, and equipment efficiently. By optimizing resource allocation, project managers can reduce costs and improve project performance.3. Cost Control: One of the primary functions of an EPMS is to monitor and control project costs. It provides real-time cost tracking, budgeting, and variance analysis, enabling project managers to identify cost overruns and take corrective actions promptly.4. Communication and Collaboration: An EPMS facilitates communication and collaboration among project stakeholders by providing a centralized platform for sharing information, documents, and updates. This feature enhances team coordination and ensures that everyone is on the same page.5. Quality Management: An EPMS helps in ensuring project quality by enabling project managers to define quality standards, track compliance,and identify deviations from the set standards. This feature ensuresthat the project meets the required quality specifications.6. Risk Management: An EPMS assists project managers in identifying, assessing, and mitigating risks associated with the project. By providing a framework for risk management, the system helps in minimizing the impact of risks on project objectives.7. Document Management: An EPMS provides a centralized repository for storing, organizing, and managing project documents. This feature ensures that all project-related information is readily accessible to authorized users.8. Reporting and Analytics: An EPMS generates comprehensive reports and analytics that provide insights into project performance, cost, and resource utilization. These reports help project managers in making informed decisions and taking corrective actions when necessary.Benefits of an Engineering Project Management System:1. Improved project performance: An EPMS enables project managers to optimize project planning, execution, and control, resulting in improved project performance and timely completion.2. Cost reduction: By providing real-time cost tracking and variance analysis, an EPMS helps in identifying cost overruns and taking corrective actions promptly, thereby reducing project costs.3. Enhanced collaboration: An EPMS facilitates communication and collaboration among project stakeholders, ensuring that everyone is on the same page and working towards the same goals.4. Increased productivity: An EPMS streamlines project processes, eliminates redundant tasks, and automates routine activities, resulting in increased productivity.5. Risk mitigation: An EPMS helps in identifying, assessing, and mitigating risks associated with the project, thereby minimizing the impact of risks on project objectives.In conclusion, an Engineering Project Management System is an essential tool for managing complex engineering projects efficiently. By providing a centralized platform for managing project activities, an EPMS helps in improving project performance, reducing costs, and mitigating risks. As the construction industry continues to evolve, investing in an EPMS will become increasingly important for ensuring project success.。
VDO 西门子项目管理入门教程
——PMD（Project Management Department）
Project 项目
A Project is a temporary endeavor undertaken to create a unique product or service.---PMBOK（PMI）
Idea
Concept Development / IntegrationIntroduction to Production Series Original Production Equip& Prototype Verification Production Creation & Validation Ramp Up & Maintenance ment & Design Validation ServicesQuote Project
Development Project
Maintenance Project
© Siemens VDO Automotive HuizhouCo.,Ltd.| Raohuan | PMD
2006-7-13
11
Project Management @ SV I IS – Milestone Review 里程碑评审
He/She has 他/她应有
Technical expertise
Organizer
Coach
Methodology knowledge Salesman Social skills & leadership competence
© Siemens VDO Automotive HuizhouCo.,Ltd.| Raohuan | PMD 2006-7-13 4
西门子WICC 中英文切换
6. 在 WinCC 项目管理器中选择计算机。 “属性” “参 数”(Parameter) 选项卡。
在“运行系统语言”(Runtime language) 字段中选择中文，在“运 行系统默认语言” 选择“英语”(美国)。单击“确定”
7. 在画面里打开全局库，可以添加设计好的语言切换按钮
Dim a a=HMIRuntime.Tags ("切换").Read If a=0 Then HMIRuntime.Tags ("切换").Write 1 Else HMIRuntime.Tags ("切换").Write 0 End if Select Case a
Case 0 nguage=&H409 Case 1 nguage=&H804
6. 进入配方“任务”(Tasks) 任务卡。 在“语言和资源 > 编辑语言”(Languages & Resources > Editing language) 下选择“英语”，输入相应的英文显示名称即可。
WinCC Explorer
1. 添加名为切换，16位无符号值的内部变量
2. 组态语言的按钮 添加按钮，在按钮时间添加如下VBS代码
西门子WICC 中 1. 添加运行语言
勾选添加的语言项
2. 设置运行语言顺序
3.组态语言的按钮
添加家按钮，在巡视窗口中，选择“属性 > 事件 > 按压”(Properties > Events > Press)。 在表中单击“添加函数”(Add function)。选择“SetLanguage”系统函数和 “切换”(Switch) 设置。
项目分析计划书英语作文
In the realm of project management, a wellcrafted project analysis plan is indispensable. It serves as a roadmap, guiding the project team through the complexities of the project lifecycle. The following narrative is a personal account of how one might approach the creation of a project analysis plan, drawing from the experiences of a seasoned project manager.The process of formulating a project analysis plan begins with a clear understanding of the projects objectives. It is essential to define the projects scope, deliverables, and the ultimate goal it aims to achieve. This clarity sets the stage for a comprehensive analysis that will inform every subsequent decision.One must then assemble a team of experts, each with a unique set of skills and knowledge that will contribute to the projects success. This team will be responsible for conducting a thorough analysis of the projects feasibility, risks, and potential impact. It is crucial to foster an environment of open communication and collaboration, as this will ensure that all perspectives are considered and that the plan is robust and wellinformed.The next step involves conducting a market analysis. This entails researching the competitive landscape, identifying potential customers, and understanding the markets needs and preferences. By gathering this data, the project team can tailor the project to meet the demands of the market, increasing the likelihood of success.Financial analysis is another critical component of the project analysis plan.This includes estimating the projects budget, identifying potential sources of funding, and forecasting the projects financial performance. A detailed financial analysis helps to ensure that the project is financially viable and that resources are allocated effectively.Risk management is an integral part of the project analysis plan. Identifying potential risks and developing strategies to mitigate them is essential to the projects success. This involves assessing the likelihood and impact of various risks, from technological challenges to regulatory changes, and developing contingency plans to address them.The project analysis plan should also include a detailed project timeline. This timeline outlines the projects milestones, deadlines, and deliverables. It is a crucial tool for tracking progress and ensuring that the project stays on schedule.Moreover, the plan must address the projects operational aspects. This includes defining the projects processes, workflows, and resource allocation. A welldefined operational plan ensures that the project runs smoothly and efficiently, minimizing delays and bottlenecks.Throughout the project analysis process, it is vital to engage stakeholders regularly. Stakeholders include clients, investors, team members, and any other parties with an interest in the project. Regular communication and updates help to build trust and ensure that all stakeholders are aligned with the projects goals and progress.Finally, the project analysis plan should be a living document, subject to regular review and updates. As the project progresses, new information may come to light, and the plan should be adjusted accordingly. This flexibility ensures that the project remains on track and can adapt to changing circumstances.In conclusion, a project analysis plan is a multifaceted tool that guides the project from conception to completion. It requires a deep understanding of the projects objectives, a thorough analysis of the market and financial landscape, and a commitment to risk management and stakeholder engagement. By following these steps and maintaining a flexible, adaptable approach, a project manager can ensure that their project is wellpositioned for success.。
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Customer or opportunity unknown Opportunity was ‘opened up’ during sales process Bid Invest Approval already in place
Prospect Analysis Subphase
Prospect Evaluation Subphase
Proposal Management Sub-phases
TM
Siemens Business Services
© 1998 Siemens Business Services - for internal use only -
June 1999
Proposal Management Process
– reach an initial decision on whether or not to pursue the opportunity further – make a decision quickly and on a sound basis so that sufficient time is left for
preparation of the proposal. – define how and by whom the opportunity should be followed up Critical successful factors: – a small number of simple but meaningful decision-making criteria – work must be started without delay and completed speedily – relevant information (about customer, market, competitors, etc.) must be
available quickly
Siemens Business Services
© 1998 Siemens Business Services - for internal use only -
June 1999
Prospect Analysis
Prospect Analysis
Prospect Evaluation
8 Make Decision to Proceed
Prospect Analysis Subphase Completed
Siemens Business Services
© 1998 Siemens Business Services - for internal use only -
June 1999
Prospect Analysis
Prospect Analysis
Prospect Evaluation
Proposal Development
Proposal Delivery &
Contracting
Follow-up
Tender or Customer Request Received
1 Start Prospect Analysis Subphase
Contract Approval
June 1999
Prospect Analysis
Prospect Analysis
Prospect Evaluation
Proposal Development
Proposal Delivery &
Contracting
Follow-up
Motto: Is the prospect / the business opportunity of interest to us? Object:
2
Identify Key
Customer Data
3
Understand
Customer’s Need or
Problem
4 Assess Business Opportunity
5
Analyse
Competitors
6 Define Competitive Strategy
Prospect Analysis Subphase
Proposal Project Management
Prospect Evaluation Subphase
Proposal Development Subphase
Proposal Delivery & Follow-up Subphase
Contracting Subphase
Proposal Development
Proposal Delivery &
Contracting
Follow-up
Tender or Customer Request Received
1 Start Prospect Analysis Subphase
2 Identify Key Customer Data
Proposal Development Subphase
Proposal Delivery & Follow-up Subphase
Contracting Subphase
Bid Invest Approval
Ofs Business Services
© 1998 Siemens Business Services - for internal use only -
Bid Invest Approval
Offer Approval
Contract Approval
Siemens Business Services
© 1998 Siemens Business Services - for internal use only -
June 1999
Entering the Proposal Process
3 Understand Customer’s Need or Problem
4 Assess Business Opportunity
5
Analyse
Competitors
6 Define Competitive Strategy
7 Identify Suppliers & Candidate Partners