When it comes to project management, everyone must be very aware of its importance. Due to the temporary, unique, and gradual details of the project, the management of each project has its own differences. Especially for software projects, this difference is more affected by people's subjective initiative and changes.
Over the past few years, we have done various software projects of various sizes, large and small. There are some software projects that seem to be able to be done under the circumstances at the time, and most of them are ordinary and not bad. Some of the software projects have failed. The general feeling is that software project management is a knowledge, not a knowledge of a project manager alone, but more a knowledge of teamwork. Of course, an excellent project manager can play a vital role in a project, but software project development is ultimately a battle of a group of people. Therefore, maintaining the acumen of the project together is conducive to the smooth progress of the project. It is more conducive to the sustainability of the project .
In the early years, we often had the problem of easy disconnection between sales, pre-sales, and after-sales (delivery), and even the problem of mutual digging. For example, after completing the contract signing and transferring the project to the delivery link, the sales staff basically do not care much about the subsequent project delivery, but wait for the project acceptance and collection. The pre-sales lack of communication with the after-sales (delivery) team This leads to deviations in demand understanding and even repeated user research. The project delivery team’s lack of communication with sales and pre-sales leads to many detours. This kind of problem is actually very common, but it can be found in some poorly done projects. The act of throwing hands away will bring great problems in project execution, and it is often difficult to obtain long-term trust from customers and opportunities for continuous cooperation. Therefore, the coordinated integration of sales, pre-sales, and after-sales (delivery) is the fundamental guarantee for a good project.
Another point is that every software project has its own specific usage scenarios and has its own specific meaning . If we want to make the project successful and beautiful, we need to think about the mysteries, we need to grasp the key stakeholders and help customers make some highlights and characteristics . These highlights and characteristics do not care how many, but to resonate with customers, solve their pain points, poke their itchy points, and touch their cool points . To do this, it is often not a matter of one or two people, but the joint responsibility of the entire project team, including sales, pre-sales, and related personnel. For example, when I did a series of projects in various cities of the province, I was also focusing on key cities and units, and those with strong willingness to innovate. They focused on key points and made some highlights. Of course, those sustainable software projects or software projects that can produce scale effects are more worthy of our doing, and we should and must go all out.
From the perspective of project management, every project goes through process groups such as initiation, planning, execution, monitoring, and closing. I personally believe that in addition to the delivery team’s focus and focus on doing a good job in the project management process, it is also necessary for sales staff to understand, and maintain good communication channels during the entire project implementation process, and jointly respond to the software project implementation process All kinds of problems and possible risks.
In addition, I believe everyone is very concerned about the cost of software projects, whether a software project makes money, whether it can make money, whether it earns current money or future money, whether it earns money from the project itself or from related projects And so on, will be related to the direction of our project-based software development.
In our past practices, we usually use empirical value estimation methods, function point estimation methods and other methods to make basic estimates of the cost of software projects. After all, this method varies from person to person and has certain deviations, which is often difficult for us. Really figure out how much the software project costs. At the same time, we will also roughly judge the cost of software projects by judging the degree of personnel concentration and so on. Although there are certain effects, it is still difficult to guide our actions.
From my personal point of view, I prefer to use data to speak, analyze from the data and find some answers we may want. For this reason, starting from last year, I have tried to explore the R&D cost accounting model based on the actual workload of project resources, the detailed data of labor costs, and the detailed data of financial reimbursement within the department, and calculate it into each project as much as possible to help We better analyze and judge the distribution and changes of project costs and expenses, and provide some basic data for the cost control of software projects. Of course, cost accounting cannot be 100% accurate, but it has great reference value for us to manage software project costs and take some actions.