Report on a Group Research Project

Group research project report Introduction In the information age, people have more and more choices for accessing media for entertainment and information. Broadcasting, however, is one of the most accessible and cost-effective traditional media for people with limited financial resources, especially college students. However, according to a rough observation by researchers in the project, the broadcast listening model and its impact on university students have not been completely solved.

Working in team projects and working in ProMazo projects has invisible but very clear differences. Our students report a lot about professionalism, communication, reporting, research, and most importantly about leadership learning, but this can not be offered by academia alone. "After consulting with ProMazo's project management team, when I started applying for a full-time consulting position in a mature company, I could not help not being accustomed to anything - on the other side of the table, I interviewed the candidate of the consulting team, I knew what the employer wanted and how to best contact the interviewer. "

This report explains the various experiences working in the consulting project. The report focuses on my personal experience working as a consultant team. The report also includes the structure of work breakdown and time constraints. This will improve the quality of the team's work. The report analyzes the communication process between team members, supervisors, and customers. Using Belbin's team management theory, you can understand the individual roles of team members. Finally, I will outline the consulting project, explain the project plan and teamwork constraints, and reveal the interrelationship between various aspects of project management to make the project successful.

They said that the project failed. Ask Standish Group and read its publication Chaos Report. Chaos' report since 1994 pointed out that project management for application software development has problems with 16% success rate. The only person who believes that the Standish Group is not the first, but the project failed, not even the IT project in particular. Many people try to understand why and how to deal with this big problem. Many researchers and practitioners are asking why the project failed. For example, Morris and Hough (1987) studied 1,653 projects and the causes of typical difficulties are unclear goals, changes in sponsorship strategies, poor project definition, technical difficulties, concurrency, unfairness Contract strategy, and politics. Unsupported environment, lack of support of senior management, economic difficulty, lack of human resources, geophysical conditions