General Project Management

Security Level:
2021 年 03 月
Huawei Confidential
Catalogue

1 Project Management Overview

2 How to do a good job in project management

 Initiation: 4 Steps to Start
 Planning: 3 steps to Plan
 Execution: 2 steps to Monitor
 Closing: One step to Summary
 Project financial management:
No project financial management and all is zero

3 Revelations of the Master

Huawei Confidential
Project and project management

What is a project?

A project is a temporary effort to create a unique product, service, or result.

uniqueness
Temporar
 Temporary (definite start/end time)
uniqueness
Matters

y


What is project management?

Apply knowledge, skills, tools, and technologies to project

activities to meet project requirements. Do It
Rightly
Huawei Confidential
 Five Process Groups and Key Control Points of Project
Management
1. Quality, progress, and cost PMBook (49 processes)
process control
2. Change control Quality Management (3)
1. Project master plan
1. Project initiation integration
Cost Management (4)
2. Project Charter 2. Project team

3. Set up a project team. Monitoring collaboration

Progress Management (6)

Planning Scope Management (6)

Integrated Management (7)

Initiating Closing
Resource Management (6)

Communication Management (3)

Executin 1. Project
g acceptance Risk Management (7)
2. Experience
summary Procurement management (3)
1. Execute as planned
2. Change execution 3. Document
management Stakeholder Management (4)
3. Phase-based
acceptance

Huawei Confidential
The Hierarchical Relationship of the Ten Knowledge
Domains of Project Management

Scope Time
Tool Technology
Management Management

Cost Quality
Management Management Success

Integrated management
Source Communication
Management Management

Risk Procurement
Management Management

Huawei Confidential
Three constraints of project management

Scope
Scope

Quality
Progress Cost
Time/Schedule Cost/ Budget

Delivers products, services, or results that meet requirements on time and within budget.

Huawei Confidential
Catalogue

1 Project Management Overview

2 How to do a good job in project management

 Initiation: 4 Steps to Start
 Planning: 3 steps to Plan
 Execution: 2 steps to Monitor
 Closing: One step to Summary
 Project financial management:
No project financial management and all is zero

3 Revelations of the Master

Huawei Confidential
How to do Project Management Well –"43210 Method"

Monitoring

Start Planning Execute Closing

4 Steps to Start 3 steps to Plan 2 steps to Control 1 step to Summary

1. Identify value 1. Specify the scope. 1. Effective 1. Project summary
2. Specify 2. Develop a plan monitoring
objectives. 3. Identify risks. 2. Change
3. Identify management
stakeholders.
4. Establish a team.

Project financial management: No project financial management and all is 0.

Huawei Confidential
Step 1: Identify Value

Huawei Confidential
1. Why should we pay attention to value?
In the same way as you complete a project, focusing on value will bring more benefits to the
project and the individual!

Project manager's vision When you get a project:

These are the three different states of a project manager.
task-driven
 1. Some project managers consider how to complete the task
goal-driven
quickly.
value-driven
 2. Some project managers consider the project objective.
 3. Some project managers consider what value the project
has and how to realize it.

If you want to be a project manager of the highest caliber, you have to focus on value.

Huawei Confidential
2. How to identify value?
 Common value types: strategic value, business value, and value added by teams or individuals
 Clarify the source of value: key requirements from key customers.
1. Find the real key customer: Who benefits from the work and who does not benefit from the work (the
customer is a broad concept: customer, colleague, family, friend, etc.)
2. Identify real requirements: The original voice is not equal to the real requirements. The real requirements
are those that can resolve customers' pain points.
3. Value evaluation and prioritization: Evaluate the value brought by meeting each real requirement, prioritize
the value, and identify the project value.
Value Management: Comes from Customer, and back to Customer

Target

Value Execute

Original List of Key

Needs Request Requests
Request Summary

NEED: Thirsty WANT: Water Optional Way:

Customer
Watermelon is OK too

Huawei Confidential
3. How to identify value - 9-block map
8. Important partners 6. Key services 2. Value Proposition 3. Customer relationship 1. Customer Segmentation

What kind of partners are What are the relationships What value can we How to build a Whom are you creating
needed? between value deliver to customers? relationship with value for?
propositions? What customer customers Who is the most
Key services to support? requirements are met? Communication? important customer?
7. Core resources 4. Cooperation Mode

What core resources are Delivery mode.

required? Eyes?

9. Cost structure 5. Revenue Source

What are the costs of building core competitiveness? What kind of value can make customers willing to pay?

Huawei Confidential
4. Value management runs through project management.
Project Initiation Key Decision Project Summary
Clearly present the Value is an important basis Check whether the project
information during project for key project decision- value is achieved when the
initiation. making. project is closed.
Project value and project
objective setting.

1 2 3 4 5
Stakeholders Changes
Communicate with project Analyze the impact of
stakeholders and obtain their changes on value.
recognition based on the
value.

Huawei Confidential
4. Identify key issues that need to be avoided during
value creation.

 Directly treat the  No  Key  The value

original voice as communication requirements are identification is
the requirement. with key not identified, insufficient, and
stakeholders. and resources the investment of
are scattered. key resources is
insufficient.

Huawei Confidential
Step 2: Specify objectives

Huawei Confidential
What is a project objective? What are its characteristics?
(Invite trainees to share their understanding.)

Project Objectives: Refer to the expected results of a project, that is, the
achievements or services that can be delivered by the project, including the
operation, expense, progress, technology and quality objectives.

Delamination Diversified Constrains

 Hierarchical communication, that is,  Project objectives are  The project team must reach an
hierarchical communication based on classified into corporate agreement with the project
the communication matrix and objectives, customer participants, such as the customer
process. objectives, and partner and partner, on the project objectives.
 Unify ideas, maximize the objectives by  Consistent, that is, the project team
effectiveness of integration, and drive participating leader and members reach an
pressure transfer with goals. organization. agreement on the objectives.

Huawei Confidential
2. Project objective: SMART

SMART principle for Describe the details.

target setting Goals can be measured

qualitatively or
quantitatively.

In management there is a very important goal setting The goal must be attainable.
principle, the SMART principle, which consists of the
initials of five letters of letter of the alphabet, each of The goal must be relevant to
which represents the basic principle of goal setting. other goals.

The SMART principle is a very practical and easy-

The target must be
to-implement principle. achieved within the
specified time.

Huawei Confidential
3. Target breakdown
Target breakdown result: Every employee should shoulder a heavy burden and have indicators on
their shoulders.
01 Consistency 02 Resource Assurance

The sub-objectives should be In goal decomposition, the

consistent with the overall conditions and constraints
peeling objective, and the content needed for each sub-goal
onion should be streamlined to should be noted.
ensure the achievement of
From large to From far to near
small the overall objective.
Break down a big goal Vision → long-term
into smaller goals, and goals for 5 to 10 years 03 Coordination 04 Equal respect
then each smaller goal → medium-term goals
into smaller goals, and for 2 to 3 years → The content and time of each In the discussion of goal
keep breaking them short-term goals for 6 sub-goal should be coordinated breakdown, the superior should
down until you know months to 1 year → and synchronously developed respect the subordinate, treat
what everyone should monthly, weekly, and
do. daily goals until we without affecting the others equally, and listen to the
know what to do now. achievement of the overall goal. subordinate's opinions patiently.

Huawei Confidential
4. Target implementation PDCA
Note:
The PDCA cycle
During objective implementation, unpredictable problems
may occur. For example, the environment, conditions, and is like climbing
resources for objective implementation change. In this case, stairs. It keeps A P
the objective needs to be adjusted and fed back based on advancing and
the actual situation.
improving. C D
P
Pla
n
A PDCA
D A P
Actio circulator Do
Phase task
n completion
yC C D Continuous
improvement
Chec
k
Huawei Confidential
5. Specify the key issues to be avoided during the
target setting process.

 Objectives cannot  There is not enough  Goal setting is not

effectively support communication SMART.
value realization and consensus
during the goal
setting process.

Huawei Confidential
Step 3: Identify stakeholders

Huawei Confidential
What are project stakeholders?
(Please share your understanding.)
 Individuals, groups, or organizations that influence project decisions,
activities, or results
 Individuals, groups, or organizations that are affected by project decisions,
Stakeholder activities, or results.

Stakeholders are everywhere.

Individual/Group/Organization

Impact
Individual participates Impact Individual
colony Project colony
organise organise
Impact

Huawei Confidential
2. Why is it so important to identify stakeholders?
Stakeholders involve many stakeholders and exert influence on the project in various aspects.
Only when the stakeholders are correctly identified and their influence on the project is clearly
analyzed, can they be well managed and the project be smoothly implemented.

Customer
Customer
Management
Management
Government
Government
layer
layer

Social
Social groups
groups
Balance and
and individuals
individuals

Subcontractor
Subcontractor Others
Others
Project
Project team
team

Huawei Confidential
3. Identify and analyze stakeholders.

High
Key management

satisfy them Key management

Force

overseen Keep Informed

Low Benefits High

Huawei Confidential
 4. Common tools for stakeholder management

Customer CTOs Project team members, Professor

and corporate leaders, and
attendees and supplier of TS University
leaders of team members

Customer Huawei Third-party

Three-party view
Stakeholder management table
stakehold Contact
Title Required Information Issues and Risks attitude Owner
ers information
Neutral and Customer
President Meeting agenda, speech outline, and
Customer CTO 139XXXXX Release Date partial Relationship
Zhang reception information
support Mgmt Dept
Archiving period and new
Rotating Chairman
Eric Xu Secretary Email Meeting agenda and speech outline requirements for the Supported Li De
of the Board
conference
Professor, TS Archive period and speech
Prof Chan 138XXXXX Meeting agenda and reception information Supported Xiao Bai
University content

Huawei Confidential
5. Identify key issues to be avoided by stakeholders.

 Stakeholders are  Stakeholders are  Key  Key

not fully incorrectly stakeholders are stakeholders are
identified. identified and not identified. not dynamically
irrelevant identified.
personnel are
included.

Huawei Confidential
Step 4: Set up a team

Huawei Confidential
1. What is a team? (Please share your understanding.)
Composed of a limited number of members with complementary skills,
committed to a common purpose, performance goals and approaches, and
Team accountable to one another.

 Common goal
 Division of labor and cooperation
 Complementary skills
Team
 Consistent Rule
 Mutually responsible

Together Everyone, Achieve More.

Toast to victory, to death to save each other.

Huawei Confidential
2. Huawei's common project team formation

AR

SR FR

Sales team

Transformation team
R&D team

Delivery team
Huawei Confidential
3. Four phases of project team development

formation period run - in period Normalization period stage of expression

 Facing the temporary nature of the project team,

 the project manager needs to shorten the running-in period to enable the team to enter
the standardization period as soon as possible.

Huawei Confidential
4. Key points of project team building in each phase
Formation period Normalization period
 Select Complementary Team Members  Further clarify roles and responsibilities.
 Assisting members to get to know each other  Unify the work process and communication
 Clarify team objectives mechanism.
 Clarify roles and properly divide responsibilities.  Recognition and learning team achievements
 Establish team operation rules.  Authorize and motivate the team as much as possible.
 Hold the kick-off meeting.  Improve team skills and stimulate creativity.

run-in period Stage of expression

 Correctly view conflicts and reasonably handle  Control risks and achieve high performance
them  Continuously deepen knowledge/skills
 Fully collect information and ideas.  The team is renewed, acknowledging and facing up to
 Focus on performance and provide positive new challenges.
guidance

Huawei Confidential
5. Key issues to be avoided during team building

0 0 0 0
1
Lack
2
Poor
3
Unclear
4
Unclear
of core and team objectives and division of
key resources capability operation labor
complement rules among
arity key roles

Huawei Confidential
Catalogue

1 Project Management Overview

2 How to do a good job in project management

 Initiation: 4 Steps to Start
 Planning: 3 steps to Plan
 Execution: 2 steps to Monitor
 Closing: One step to Summary
 Project financial management:
No project financial management and all is zero

3 Revelations of the Master

Huawei Confidential
Step 1: Specify the scope

Huawei Confidential
1. What is the project scope?
Clarify the project scope.

Clarify the purpose and significance of the project scope:

 The logical scope of the project is clearly described and recognized.
 Define what work is included in the project
 Serve as the basis for WBS breakdown.

Differences between the project scope and product scope:

Product scope: features and functions contained in a product or service

Project scope: work that must be completed to deliver products or services

with specified features and functions

Scope management is to manage deliverables and acceptance criteria for deliverables.

Huawei Confidential
 2. How to determine the project scope?
Planned
Task Planned
Work Breakdown Structure (WBS) group
Task Item Owner
Start Date
Completion
Date
Breakdown principles: 1. General
Coordination and process control Xiao Bai 13 June August 12
Team
Tasks must be 100% broken down and jointly developed by the 1.1 Team Building Xiao Bai 13 June June 17
1.2 Hold the kick-off meeting Xiao Bai June 20 June 20
team. 1.3 Hold regular meetings Xiao Bai June 21 August 8
1.4 Release the progress report Xiao Bai June 21 August 8
80 hours: Each task can be completed within two weeks. 1.5 Rehearsal Xiao Bai Aug. 6 Aug. 6
1.6 On-site coordination for customer communication
One WBS item has only one owner. Xiao Bai August 8 August 8
meetings
1.7 Convene the wrap-up meeting Xiao Bai August 12 August 12
They're completely independent of each other. 2.
Zhou
Solution Develop solutions and review materials. 13 June August 1
Xiaomeng
Acceptance criteria are available and aligned with values and Team
2.2 Review and finalize the materials for external
Xiao Bai 13 June June 30
objectives. guests (8 pieces)
Zhou
2.3 Preparing a PPT July 15 August 1
Expression form: diagram or catalog Xiaomeng
Zhou
2.4 Leaders' Speech Production July 15 August 1
Xiaomeng
Diagram cataloguing 2.5 Review and finalize the materials shared by Zhou
July 26 August 1
Item internal guests (6 pieces) Xiaomeng
1 1 Project 2.6 The host determines and presides over the Zhou
July 26 August 1
review of crosswords. Xiaomeng
1.1 Activities
Activity Activity 3. Pre-meeting/Meeting/Post-meeting publicity
Zhou
1.1 1.2 1.1.1 Tasks Publicity content, videos, web pages, and publicity June 30 August 1
Xiaomeng
Team materials
Task Task
1.1.2 Tasks 4.
Overall Arrangement and Execution of Awarding
Awarding xuanxuan June 21 August 12
1.1.1 1.1.2 1.2 Activities Activities
Team

*This WBS is only broken down to the first level as an example. The actual work should be further broken down according to the breakdown principles.

Huawei Confidential
3. Project scope management is a process of gradual
elaboration.
 The defined scope is divided into small granularities, which are continuously implemented and
delivered to users as early as possible.

Specified To be clarified To be clarified

Requirements Requirements Requirements

Iteration 1 Iteration 2 Iteration 3

 For vague and unclear requirements, align with the customer's requirements in a timely/multi-
frequency manner to make deliverables and acceptance criteria gradually clear.

Huawei Confidential
4. Key issues to be avoided during scope management

 Key links are missing  Customer  There are too many

or the scope is requirements are not new and urgent
extended (gold fully understood. requirements, and
plating). requirement
management is
insufficient.

Huawei Confidential
Step 2: Develop a plan

Huawei Confidential
1. Milestone plan and detailed plan for the customer
conference (sample)
 Milestone plan:
Finalized materials
Kick-off meeting Final solution Confirm the guest list. for guest speeches Rehearsal Conference Summary and Review
June 20 June 30 July 5 August 1 August 6 August 8 August 12

 Detailed plan (Gantt chart):

Huawei Confidential
2. Methods of developing detailed plans
1) Use the critical path method to compress the progress. Estimate resources and break down
tasks into estimable project durations.

 Critical Path Method (CPM):
The path with the longest total project duration; Minimum time required to complete the project.
Delays in any activity on the critical path can result in delays in the overall project completion time.
Resource balancing: Ask for time from critical paths and resources from non-critical paths.

 Which is the critical path? - Ask trainees to answer the question.

A (18) D (11)

Go. B (14) E (13) culminated

C (12) F (16)

B-F is the critical path: 14+16

2) Track the compression progress quickly.

3) Reduce the progress by means of rush work.

Huawei Confidential
 3. Common systems/tools for developing detailed plans

Huawei

eISDP P-link

General

Project Excel
Huawei Confidential
4. Key issues to be avoided during plan development

 No team is  The correlation  No plan  Develop a plan

involved to and dependency redundancy. to consider
develop the plan. between plans constraints and
are not assumptions.
considered.

Huawei Confidential
Step 3: Identify risks

Huawei Confidential
1. What is risk?

An event is uncertain, and its occurrence will have an impact on the project.

 Risk in a narrow  Risks in a broad  Risks exist in  The more

sense: causing sense: any project: innovative and
losses to the including Risks are complex the
project project unavoidable. project, the
opportunities. higher the risk.

Huawei Confidential
2. How to Identify Risks
Four Methods

 Risk library
 brainstorming
 Expert judgment
 Review WBS – What can be wrong with each task or
deliverable?
Three types of common risks

 Uncertain requirements
Uncertain key resources (internal/external) Three types of common r

Uncertain stakeholder (resignation/job change)

Huawei Confidential
3. Risk Analysis
Pay attention to medium and high risks and make adjustments at any time.

Risk = I * P
1
risking
shadowing 0.8
squeaks
0.6
High
0.4
Medium
0.2 Low
Change
degree
(I) 0.2 0.4 0.6 0.8 1
Possibility of risk occurrence (P)

Huawei Confidential
4. How to cope with and monitor risks

0 0 0 0
1
Avoidance
Refers to the change of the project
2
Transference
Refers to efforts to transfer the
3
Mitigation
An attempt to reduce the
4
Acceptance
This policy can be implemented in
plan to eliminate risks or conditions consequences of risks and the probability or consequence of an active or passive mode, for
so that the project target is not corresponding responsibilities to a adverse risk event to an acceptable example, establishing an
affected, such as prolonging the third party, such as insurance, threshold, such as more testing emergency reserve.
progress, changing the strategy, or guarantee, and performance and more reliable suppliers.
narrowing the scope. guarantee.

Risk happening Impact Symptom and

No. Risk response plan Owner
Description probabilities degree Impact

Huawei Confidential
5. Key issues to be avoided during risk identification

 Lack of risk  Risks are not  Key risks are not

awareness. fully identified identified.
and
countermeasure
s are
unavailable.

Huawei Confidential
Catalogue

1 Project Management Overview

2 How to do a good job in project management

 Initiation: 4 Steps to Start
 Planning: 3 steps to Plan
 Execution: 2 steps to Monitor
 Closing: One step to Summary
 Project financial management:
No project financial management and all is zero

3 Revelations of the Master

Huawei Confidential
Step 1: Effective monitoring

Huawei Confidential
1. Objects of project monitoring

Main objects: Objectives, progress, risks, key resources, quality, team climate, etc.

Project monitoring should not only focus on the hard aspects of the project (deliverables,
project task progress, quality status, resource investment, and risks)
but also the soft aspects of the project (team climate, relationship with related
departments, etc.).

Huawei Confidential
2. How to monitor effectively?
Methods and tools for project monitoring Policy
 Application Project Schedule  Wide-spreading: Roll up the mud on both feet
 Establish project baselines of the trousers, go to the site, and perform
 Initiating a Conference walking management.
 Observation/Check  Focus on key points: Focus on monitoring key
 Track action plan links that are prone to problems.
 Regular feedback and reports  Mechanism establishment: Establish a
 Progress report (Gantt chart, milestone trend mechanism (problem escalation) for issues
chart) found during monitoring.
 Status report
 Phase End/Monthly Assessment Report

Tools: two meetings and one report: regular meeting, project analysis meeting, and weekly report

Huawei Confidential
Free sharing

SHARING
 What conflicts have you encountered in your
projects?
 How did you handle it?

Huawei Confidential
3. Conflict management

Conflicts are inevitable during the project. How to resolve the conflicts found during monitoring?

1. Sources of conflict 2. Take the right approach 3.TIPS

 Correctly understand conflicts: Conflicts
are inevitable and not necessarily bad.
Moderate conflicts help maintain
organizational vitality.
 Deal with the mood first, then deal with
the matter.
 Take the company's core values as the
basis to judge the overall situation.

Huawei Confidential
4. Key issues to be avoided during effective monitoring

 Lack of on-site  Lack of effective  No monitoring

monitoring. monitoring mechanism is
methods. established.

Huawei Confidential
Step 2: Manage changes.

Huawei Confidential
1. What are the change types?
 Product solution  Delivery methodology
 Service Scope A D  Test/Cutover Policy
 Commerce  Delivery dimension
Solution Policy
 BOQ  Installment Policy
 ...  ...

Change Type
B C
 Function and  Third-party cooperation
Performance Function Others  Delayed by the customer
 Service Process  Key stakeholders
 Interconnection Interface  irresistible factor
 UI  ...
 ...

Huawei Confidential
2. Change management methods
Change management: refers to the process that a project Precautions:
 Seize the change source.
organization changes the project plan partially or completely to
Project Clients: Changing Thoughts and Desire.
adapt to the changes of various factors related to the project
Project team: Conflict between team members'
during the project operation and ensure the achievement of
skills and team members' skills.
the project objective, and organizes the project implementation  Control the change decision-making criteria:
according to the requirements after the change. whether to focus on value.

Change Management Rules

Scope Stakeholders should be
Quality Time the center, and rules
Stakeholders should be applied to
Risk Cost the project.
Resource Perform associated
change management.

Huawei Confidential
3. Key issues to be avoided during change management

 No change is  To vary blindly or  No change

accepted. arbitrarily. mechanism is
established.

Huawei Confidential
Catalogue

1 Project Management Overview

2 How to do a good job in project management

 Initiation: 4 Steps to Start
 Planning: 3 steps to Plan
 Execution: 2 steps to Monitor
 Closing: One step to Summary
 Project financial management:
No project financial management and all is zero

3 Revelations of the Master

Huawei Confidential
1. What should be done in project summary?

Project evaluation Project knowledge harvesting

 Project value closure  Organization process assets
(Objective and Scope)  Corporate organizational
Project Summary
(Progress and budget) resources
 Customer satisfactiocn optimization of production
 Team performance  Project experience summary
 Surrounding evaluation  Suggestions on Subsequent
Projects

 Toast to victory, to death to save each other.

 Huawei's biggest waste is the waste of knowledge and experience.

Huawei Confidential
2. How to evaluate a project?

 Purpose: The Job is Done, The Team has Grown.

 The Job: value closure (project value is the main basis for evaluating project success)
1. The scope is feasible.
2. Measurable progress.
3. Risks are controllable.
4. Operation achievement.
 The Team: growth and exercise.
 Customer satisfaction
 Team efficiency: objective evaluation, emphasis on strengths, gratitude, feedback to
supervisors.

Huawei Confidential
3. How to harvest knowledge in the closing phase?

What are the processes of knowledge harvesting?

Pre-event planning + in-event harvesting (especially key milestones) + post-event
harvesting (project summary) + release and sharing.
Who will do it?
Project manager + team members
What should be harvested in the closure phase?
Knowledge harvesting = Acceptance harvesting + Document harvesting + (optional) peer
assistance, release and share
How to do it?
AAR(Act After Review) Meeting, etc.

Huawei Confidential
4. Key issues to be avoided during the project summary

 Inadequate project evaluation

 Complicated case studies of knowledge harvesting
 Only do the harvesting of explicit knowledge, neglecting tacit knowledge.
 Knowledge harvesting is not fully shared.

Huawei Confidential
Catalogue

1 Project Management Overview

2 How to do a good job in project management

 Initiation: 4 Steps to Start
 Planning: 3 steps to Plan
 Execution: 2 steps to Monitor
 Closing: One step to Summary
 Project financial management:
No project financial management and all is
zero
3 Revelations of the Master

Huawei Confidential
Free sharing

SHARING
 What are the responsibilities of your original
department in project financial management?
 What have you done?

Huawei Confidential
1. Why do we need to focus on operations?
Organizational level Project level Individual level

 The goal of corporate  A project is the smallest  Managers = Operation +

management is to survive, business uncit of Huawei. Management. If managers
develop, and make profits. (Budget accuracy) do not understand
Operation management is operation, they cannot
an important means to become qualified
achieve this goal. professional managers.
"Business personnel also
need to understand finance
- Mr. Ren

Do not do Finance, and everything will be "zero"

Huawei Confidential
2. Project management and project financial management
 Both sides of the same body, are for enterprise operation and management services.
 The two are inseparable and coexist.
 Project financial management is the key to project management success.

Project scope management Project management

Project time management Project financial management
Project cost management Estimation
Statement of cash
 Cash flow
Planning cost management flows
Budget
 Estimated cost Revenue
 Budget preparation Income statement
 Accounting
Control cost Cost

...... final accounting Balance sheet

Project Stakeholder Management

 Quantify and make visible the project value, project objectives and results with financial language, and
make rolling forecast, measurement, analysis,
Project The process of making improvements until the business objectives are achieved.
Finance  Project financial management runs through the whole project management process and involves all
members of the project management team.

Huawei Confidential
3. Project financial management methods
Huawei's core method for project financial management is project estimation,
budgeting, accounting, and final accounting.

Start
Start Planning
Estimation Budget
(How much does it cost) (How much can I spend)

Circulator
y

Final accounts Accounting

(how much did they end up with) (How much money has been spent)
Execution/
Closing Monitoring

Huawei Confidential
Thank you. 把数字世界带入每个人、每个家庭、
每个组织，构建万物互联的智能世界。
Bring digital to every person, home, and
organization for a fully connected,
intelligent world.

Copyright©2018 Huawei Technologies Co., Ltd.

All Rights Reserved.

The information in this document may contain predictive

statements including, without limitation, statements regarding
the future financial and operating results, future product
portfolio, new technology, etc. There are a number of factors that
could cause actual results and developments to differ materially
from those expressed or implied in the predictive statements.
Therefore, such information is provided for reference purpose
only and constitutes neither an offer nor an acceptance. Huawei
may change the information at any time without notice.