安溪铁观音优化

根据数据库的资料，46.4%总监以上级别的高级管理者在从计划到执行的过程中，严格按照项目管理的方式绘制关键路径图,并且跟踪执行的成果。

但是,关键路径图并不是唯一路径图，一些人似乎天生睿智，他们总能找到办法摆脱困境，完成难以想象的复杂工作。而还有一些人，只能胜任步骤、方法明确的工作，变通性不强。

对于个体智力、能力、经验，或者资源的差别，我们不能视而不见。我们的目的是:提供最优化的方案，极力缩短个体差异，达到整体最大化协作的效果。

因此,我们需要对关键路径图中的“关键”路径仔细推敲，如同品鉴安溪铁观音-一般，七泡有余香，精益求精，力争做到关键路径最佳配置。从我们多年实践总结发现，优化路径通常有以下6种方式:

➯减少关键路径中的里程碑

一项工作在执行过程当中，关键路径里的一些里程碑节点并不是必须的，实际上是可以移动到具有浮动时差的非关键路径上的，这时可以通过删除或者转移的方法来缩短关键路径的总长度。

➯调蜕路径排列，将串行变为并行

串行任务具备因果属性，前置任务完成，后置任务才能开始。,而并行任务具备并列属性，两个或者多个任务可以并列进行，全部完成后，后置任务才能开始。

如上图中示例二，将原来的串行的里程碑节点调整为并行结构，使其中的几个节点同时展开，即可提高执行效率。

但需要注意的是，在若千个并行里程碑中，如果其中-一个里程碑执行周期很长，那么它们的后置任务就不得不等待所有前置任务的“信物”，这样执行的效率反而下降。因此，在构成并行如上图中示例二，将原来的串行的里程碑节点调整为并行结构，使其中的几个节点同时展开，即可提高执行效率。此外，还可以通过优化路径下的任务内容来提高工作效率。

➯缩短早期任务

一些项目经理发现缩短早期任务可能风险更小。任务流程图中的第一个任务没有前置任务，因此相对后置任务受外界影响的因素要少，执行风险也更小。其实，在任务流程图前端的任务都或多或少的具有这个属性。

需要注意的是路径链中任何上游任务的延迟或提前，都会影响到下游任务。因此我们需要考虑不良影响的可能，因为有些调整带来的影响可能在项目后期才能体现出来。

➯缩短最长任务

相对于执行周期短的任务，历时长的任务带来的进度问题较少，在不影响整个项目的前提下，执行周期长的任务更容易被压缩。比如一项任务历时5天，压缩1天即从执行周期中压缩20%。而一项历时20天的任务，压缩--天实际上只压缩了5%。

➯缩短最容易的任务

对容易执行的任务，资源预算可能被高估。实际上可以在不影响团队能力的情况下，尽量缩短相对容易的任务的历时，这样可以提高整体执行效率。

➯缩短成本最少的任务

原理是以最小的成本换取最大的效率。我们可以砍掉占小量成本的任务，把资源节约出来给关键任务，弃卒保车，从而优化执行的路径。

According to the data in the database, 46.4% of senior managers above the director level draw a critical path map in strict accordance with the project management method in the process from planning to execution, and track the results of execution.

However, the critical path map is not the only road map, some people seem to be naturally wise, and they always find a way to get out of their way and accomplish unimaginably complex work. And there are some people who can only be competent for work with clear steps and methods, and are not flexible enough.

We cannot ignore differences in individual intelligence, ability, experience, or resources. Our goal is to provide the most optimized solution, minimize individual differences, and maximize the overall effect of collaboration.

Therefore, we need to carefully scrutinize the "critical" paths in the critical path diagram, just like tasting Anxi Tieguanyin - in general, seven bubbles have a lingering fragrance, keep improving, and strive to achieve the best configuration of the critical path. From our many years of practice, we found that there are usually six ways to optimize the path:

➯ Reduce milestones in the critical path

During the execution of a job, some milestone nodes in the critical path are not necessary. In fact, they can be moved to the non-critical path with floating time difference. At this time, the critical path can be shortened by deleting or transferring. total length.

➯ Adjust the path arrangement to turn serial into parallel

Serial tasks have causal properties, and after the completion of the pre-task, the post-task can start. , and parallel tasks have the property of parallel, two or more tasks can be performed in parallel, after all completed, the post-task can start.

As shown in example 2 in the above figure, the original serial milestone nodes are adjusted to a parallel structure, and several nodes are expanded at the same time, which can improve the execution efficiency.

But it should be noted that among thousands of parallel milestones, if one of the milestones has a long execution cycle, then their post-tasks have to wait for the "tokens" of all pre-tasks, and the execution efficiency will drop instead. Therefore, in the configuration of parallelism as shown in the second example in the figure above, the original serial milestone nodes are adjusted to a parallel structure, and several nodes are expanded at the same time, which can improve the execution efficiency. In addition, work efficiency can be improved by optimizing the task content under the path.

➯ Shorten early tasks

Some project managers find that shortening early tasks may be less risky. The first task in the task flow chart has no predecessor tasks, so it is less affected by external factors than the subsequent tasks, and the execution risk is smaller. In fact, the tasks at the front end of the task flow chart all have this property more or less.

It should be noted that the delay or advance of any upstream task in the path chain will affect the downstream task. Therefore, we need to consider the possibility of adverse effects, because the impact of some adjustments may not be reflected until later in the project.

➯ Shorten the longest task

Compared with tasks with short execution periods, tasks with long execution periods bring fewer progress problems. On the premise of not affecting the entire project, tasks with long execution periods are easier to be compressed. For example, if a task lasts 5 days, compressing 1 day means compressing 20% from the execution cycle. And a task that lasted 20 days, compressed -- the days were actually only 5% compressed.

➯ Shorten the easiest tasks

For tasks that are easy to perform, resource budgets may be overestimated. In fact, the duration of relatively easy tasks can be shortened as much as possible without affecting the ability of the team, which can improve the overall execution efficiency.

➯ Shorten the least costly tasks

The principle is to obtain maximum efficiency for minimum cost. We can cut off tasks that account for a small amount of cost, save resources for key tasks, and abandon pawns to protect cars, thereby optimizing the execution path.