7 Essentials for Project Managers

A lion leads ten sheep and a sheep leads ten lions to face off, in the end who wins?

The lions led by the sheep began to prepare for the battle with the sheep led by the lions.

When the sheep walked to the front of the lions, the lions all laughed: They thought it was impossible, this is a layman leading an expert, how can a sheep who does not understand technology lead this team well? All the lions are not convinced, and naturally the sheep have no way to give orders.

On the side of the lion leading the flock, the situation is completely different. The sheep respect the lion and obey the lion's arrangement, and the training goes well.

The game began, and the disillusioned and poorly trained lions were defeated by a well-trained herd led by the lions.

Story thinking

Individual ability

As the saying goes, "strike the iron to be good at yourself". For a project manager, if he wants other roles in the team to be "submissive" when managing/leading the team, then he must be convincing enough.

For project managers, it is indispensable to quickly adapt to the working environment; have strong adaptability and pressure resistance; attach importance to the company's cost and project progress control; achieve reasonable and effective resource utilization; and have a sense of responsibility. qualities and abilities.

leadership

For a team, the combat effectiveness of the team ultimately depends on the leadership ability of the project manager. The ability level of the project manager greatly affects the overall ability level of the team.

The good leadership ability of the project manager is reflected in the strong management, coordination and communication skills, solving technical problems encountered in the development process; technical pre-research; team management and team coordination; only in this way can the development work be carried out normally and smoothly, The project is launched on time, and the final payment is collected.

specific functions

The above describes the capabilities and responsibilities that a competent project manager needs to have from an overall perspective. The following will further elaborate and analyze the specific responsibilities of the project manager.

lead the team

  • According to the employee's personal ability, the light, heavy, slow and urgent tasks are assigned; the content of the work undertaken by the employee must be higher than his personal ability, so as to facilitate the progress of the employee.

  • When assigning tasks, let employees clarify different time nodes, as well as daily work items, and clarify work goals.

  • Be sure to regularly review the work of employees, give suggestions and corrections to problems, and avoid repetition of mistakes. The work must have a beginning and an end, not just a beginning and no end.

ideology

  • Always remind yourself that you are the project leader, do your best, and the team's business is your own business.

  • Rejecting the ostrich mentality, escaping cannot solve the problem, you need to face the problem bravely and actively solve it.

  • 善于与客户沟通,要引导客户,对于客户提出的简单需求调整,不做过多争执快速解决,对于客户提出的复杂需求调整,要坚持原则。

人员培训

  • 对员工进行技术培训的过程中不要只是解决眼下的问题,要从根本上考虑为什么会出现这样的状况(技术点不会,主观意识问题)。

  • 在培训员工时需要将知识进行梳理式讲解,由点到面到链式学习。

  • 前期每天、后期每周三、五进行代码review,强调代码规范(命名规则、代码格式、不要代码报警、手动扩展方法)。

进度把控

  • 项目经理要维持团队各个成员进行协同工作,明确各时间结点及里程碑,确保开发工作正常、顺利的进行。

  • 对于项目成员日工作内容、周工作内容以及后续工作内容心中熟知。

  • 没有整体时间进行工作事项确认时,可以分项进行,将工作分解开展。

工作推进

  • 每日上班时询问项目组成员当天工作内容,将可能遇见的技术点进行铺垫,帮助项目组成员快速成长。

  • 明确项目组成员的工作进度以及时间节点根据工作实际情况对工作以及任务安排分解转化确保项目进度的推进。

  • 遇见问题时,内部讨论消化,如果不能解决及时与领导沟通,协调资源,共同攻克难题,保障项目的工作进度。

全程汇报

  • 在每周末撰写当周总结,说明当周工作内容,同时提交下周计划内容及后续计划安排。

  • 实时与部门领导汇报当前项目进展情况,项目的人天统计,及完成工作内容,剩余工作内容。

收款意识

  • 在项目验收阶段需要引导客户验收意识,不要客户说什么就是什么,积极促进项目的验收、收款,时间拖的越长项目的烂尾的可能性越大。

  • 引导测试,项目可以进行部分上线,引导客户逐步测试。

  • 交付项目的过程中需要明确与钱挂钩(常用话术:这个在需求阶段并没有提出,而且整体的流程是需要梳理明确的,这个会涉及到商务的事情,需要和商务具体来谈)。

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