1. Analysis background introduction
This case comes from a medical device
manufacturer, which focuses on the development and production of innovative
medical equipment and is committed to providing high-quality and accurate
diagnostic and treatment tools for patients around the world. The company's
products cover from basic diagnostic equipment to complex surgical aids,
serving hospitals, clinics and medical institutions.The company takes
scientific research-driven and technological innovation as its core
competitiveness. It has a research and development team composed of experts and
engineers, and maintains close cooperation with major hospitals and research
institutions. With the continuous growth of global medical and health demand
and the advent of an aging society, the medical device industry is also
developing rapidly. Especially in the field of high-end equipment, the market
competition is increasingly fierce. Therefore, timely and effective project
management is an important factor for enterprises to maintain market
competitiveness.
2. Statement of key issues
1)Delay in the progress of the project:The
research and development cycle of medical device products is usually long,
involving multiple stages, including research and development, testing,
approval, production, etc. The work at different stages is complex and highly
dependent on cross-departmental collaboration, which makes the project progress
difficult to control.The delay in progress may not only delay the launch of
products, but also lead to the loss of market opportunities. For example, if a
new product fails to be launched before a key industry exhibition or policy
window, it may lose an important market share.
2)Cross-departmental collaboration is
not smooth:Medical device research and development projects involve
multiple departments, including research and development, quality control,
regulatory affairs, clinical trials, production, etc. Poor communication and
coordination between departments often lead to project delays, delayed
information and duplicate labor, affecting the efficiency and quality of the
project.
3)High-priority project resource
conflicts:The research and development projects of medical device
enterprises usually involve many different product lines and technical
directions.When multiple projects are carried out at the same time, how to
reasonably allocate limited resources and manpower has become a big problem in
project management. Especially for high-priority projects, such as clinical
trials of new products, improper prioritization of resources may lead to delays
in critical tasks.
3. Analyze the plan
3.1 Select key data indicators.
|
Serial
number
|
Name
of the indicator
|
Paraphrase
|
Analysis
angle
|
|
1
|
Start
time of the project
|
The
official start time of the project is usually the date on which the work of
the project begins.
|
It
is used to determine whether the project starts on time. You can compare it
with the start time of the project plan to assess whether there is a delay.
Compare the start time of different projects and evaluate the schedule and
resource allocation of the project.
|
|
2
|
The
end time of the project
|
The
expected or actual completion date of the project usually marks the
completion of all the work of the project, the delivery or completion of the
project.
|
Compare
with the end time of the project plan to measure the timely completion of the
project. It can be used to predict the total cycle of the project or conduct
historical data analysis to optimize the time management of future projects.
|
|
3
|
Project
type
|
Classification
of projects
|
Allocate
resources and budgets according to the characteristics of different types of
projects. The difficulty of implementation, resource requirements and success
rate of various types of projects can be used as the basis for
decision-making. It can help enterprises analyze the completion efficiency
and cost-effectiveness of different project types.
|
|
4
|
Project
name
|
The
specific name or number of the project is used to identify different
projects.
|
Use
the project name for data screening and management, which is convenient for
quickly locating the project. Analyze the implementation of a specific
project and help the project manager make adjustments.
|
|
5
|
Project
budget
|
The
sum of all expenses estimated at the planning stage of the project covers
various costs such as manpower, equipment, materials and services.
|
Evaluate
whether the resource planning of the project is reasonable. Compare with the
actual cost of consumption and analyze the accuracy of the budget. It can
help managers optimize the use of funds and avoid budget overspinch.
|
|
6
|
Project
consumption
|
The
amount of resources or funds actually used during the implementation of the
project.
|
Compare
with the project budget to measure whether the project exceeds the budget.
Track the consumption of the project in real time to ensure that the budget
is effectively controlled. Compare the resource consumption of different
projects to identify efficient or inefficient project management strategies.
|
|
7
|
Budget
execution rate
|
The
ratio of actual consumption of the project to the budget is usually expressed
as a percentage.The calculation formula is: budget execution rate = project
consumption/project budget × 100%
|
Evaluate
the compliance and efficiency of the use of project funds. If the budget
execution rate is too high, it may mean that the project is at risk of
overspending; if it is too low, it may indicate that the resources are
underutilized. Conduct a trend analysis of the budget execution rate to
understand the use of funds at different stages of the project.
|
|
8
|
Project
priority
|
The
importance level of the project in the enterprise is usually divided into
high, medium and low.
|
Projects
with higher priority should be supported by more resources to ensure that
they are completed on time. Help enterprises decide which projects to
prioritize when multiple projects are carried out in parallel.Conduct
performance evaluations for projects with different priorities to ensure that
important projects are not delayed.
|
|
9
|
Project
progress
|
The
current progress of the project is usually expressed as a percentage.
|
By
comparing with the planned progress, evaluate whether the project is
progressing on time. Monitor the progress of the project in real time, find
the postponement in time and take remedial measures. The schedule and the
project can beCombine budget, consumption and other data to analyze whether
the project is on normal track.
|
|
Ten
|
Remaining
days
|
The
remaining time required for the completion of the project is usually the
remaining days calculated according to the planned progress and actual
implementation of the project.
|
It
is used to judge whether the project is completed within the specified time
as planned. Analyze the gap between the remaining time and the current
progress to help decide whether to speed up the project progress or increase
resource investment. It is used to predict whether there is a risk of delay
in the project and adjust the strategy in time.
|
|
11
|
Risk
degree
|
The
potential risk faced by the project is usually expressed by the scoring or
grading system, such as high, medium and low.
|
Monitor
and evaluate project risks in real time to help identify potential obstacles.
High-risk projects need to take priority measures to reduce uncertainty in
the implementation process. The risk level can be combined with data such as
project progress and budget execution rate to judge whether there is a risk
that exceeds expectations.
|
Explanation: The indicators selected in
this case are common indicators in the analysis. In the analysis work, priority
should be given to the indicators that have the greatest impact on the business
to ensure that the purpose of the analysis is consistent with the business
objectives and key performance.
3.2 Power BI Visualization Scheme
Note: The DEMO page data is simulated data,
which is for reference only to the analysis angle and Power BI function
display, and does not involve any actual business data.
4. Analysis and interpretation
Through this classification of priorities,
project managers can clarify which projects must be prioritized and which
projects can be relatively delayed, so as to effectively avoid resource waste
and ensure that key projects are completed on time.
Evaluate the compliance and efficiency of
the use of project funds. If the budget execution rate is too high, it may mean
that the project is at risk of overspending; if it is too low, it may indicate
that the resources are underutilized. Conduct a trend analysis of the budget
execution rate to understand the use of funds at different stages of the
project.
Evaluate whether the project is progressed
on time, monitor the progress of the project in real time, find the delayed
links in time and take remedial measures. High-risk projects need to take
priority measures to reduce uncertainty in the implementation process.
5. Application effect
After visual presentation, these data
indicators can help project managers make accurate decisions and improve the
efficiency and accuracy of project management.
For example, comprehensive analysis
The relationship between schedule and
budget: combine the data of "project progress" and "budget
execution rate" to analyze whether the project can be completed on time
within the budget. If the project is delayed and the budget consumption is too
high, there may be a risk of poor project management or unreasonable resource
allocation.
Priority and resource allocation: adjust
resource input according to the "project priority" to ensure that
important projects are given priority support. If high-priority projects face
budget overspends or delays, resources need to be optimized in a timely manner.
Risk management: carry out dynamic risk
assessment in combination with "risk degree" and "remaining
days", and take preventive measures in advance for projects that are about
to face high risks.