From programmer to project manager: it turns out that all problems can be solved
Whether the project manager has a positive attitude is directly related to the success or failure of the project. In many cases, the project manager is not really unwilling to actively face the problem, but feels that the problem itself is difficult to solve and can only let it be. And in fact, everything is solvable—not just a slogan, but something that can be done. When you hold this belief, your problem-solving skills will become stronger.
1. My second epiphany
Project management training isn't for everyone, but it's necessary for project managers who are eager to get help digesting theoretical knowledge and getting to the bottom of it as quickly as possible. When I first participated in the project management training, I honestly didn't understand anything at all, leaving only a few words like "iron triangle", "rule of 28" and so on circling in my mind. But through this training, I learned that project management has a whole set of theories and methodologies, and it is not something that can be done by instinct, so I began to systematically learn this knowledge.
But this is not what I mean by "Second Epiphany", because "Second Epiphany" gave me a more positive attitude to deal with the problems in the project and face life, which is far more positive than what I learned Some specific theoretical knowledge is much more important.
This important insight stemmed from another project management training experience I attended. During the training, the teacher asked us to do a lot of our training questions, many of which were case studies. They were basically talking about the problems encountered in a certain project and asking what to do? Choose one of the answers ABCD. When I was doing these questions, I couldn't help thinking about the company's project situation. In fact, it was so similar to the description in the question. We used to be so helpless and overwhelmed, and the answer given by the teacher was the same every time. Undoubtedly, it made me realize that every problem can be solved, just as every question has an answer.
Recalling that in the company's regular project meetings, project managers always raised some similar questions again and again, such as:
l The customer has changed the demand again, the change is large, the workload is relatively large, and the project can only be delayed longer than planned;
l There are too many newbies in the project team, and the efficiency is very low.
l No one is doing a certain function, and it is placed there until someone is freed up to do it;
l A certain key personnel is going to leave, and the progress of the project will lag behind;
l During this period of time, I have been doing bidding and have no time to manage the project;
l encountered a technical difficulty, the company has not done it before, and it has been stuck there;
l ……
Problems like this are endless, they are so troubling, but helpless, just like a person suffering from an incurable disease and can only wait silently to die. Management is often speechless in the face of these issues, so much so that in the end they acquiesce that they are really none of the project manager's business and can only be left unchecked.
When I think about these questions again, I realize that we have been deceiving ourselves all the time. Although these problems are a headache, they are not without solutions, and they also have their own solutions:
| question |
Reference solution |
| customer change request |
l Understand why customers want to change, in many cases, we do not understand customer needs, not customer requirements are changing l Assess whether changes are really needed l Are there other alternatives l Whether it can be put into the next phase of construction |
| too many newbies |
l Arrange suitable jobs for newbies l More inspections and more counseling l Request superiors to upgrade more suitable resources |
| Some functions are not done |
l Apply for resources to superiors and explain the importance and urgency of the problem l Request to recruit project personnel l The project team rushes to work l Utilize project buffer time l Evaluate whether the function is on the critical path and whether it can be put back and waited for the staff to free up |
| Key personnel resign |
l Communicate openly and honestly with him to eliminate his worries l Use superiors to communicate with them, appropriately meet their requirements, and strive to retain talents l If you really leave your job, please refer to the above "Some functions are not done" |
| The project manager is busy bidding and has no time to manage the project |
l Overtime. It can only be done when work is busy. If you want to achieve great things, it is impossible to work without overtime l Distribute the bidding work to subordinates who are more relaxed l Explain to the superior that the project work is very tight and request to assign the bidding work to others |
| encounter technical difficulties |
l Organizing discussions with the company's technical backbone l Go to foreign websites to find solutions l Ask for help on technical forums l Use external resources, such as classmates or acquaintances, etc. l Request to transfer the work to R&D staff |
It turns out that there are so many solutions to these seemingly intractable problems. Even if none of these approaches work, there is one more thing the project manager can do, which is to assess the impact and request changes to the project -- don't forget, change is also a method. In some extreme cases, it is even necessary to abandon the project, that is, not to do it, and tell your owner byebye, so that you can get together and leave. When necessary, even breaking up is an option, but there is only one way you can never go, and that is letting go. Know that avoiding the problem is always the worst option.
2. Project management is about solving problems
There is a solution to all problems, and this was a very important realization for me because it changed my mindset about looking at projects. Only by being brave enough to face the problem and actively looking for a solution can we achieve our goals.
（1） 项目中充满的问题，要积极对待
项目有问题才是常态，没有问题那是特殊情况。项目经理应培养乐观心态，不要因为碰到问题就闷闷不乐，死气沉沉，试想，如果项目没有问题，那项目经理的价值何在？
当然有人说，项目经理应该预防问题，而不是解决问题。如果你能预防所有的问题，当然是好，但这几乎不可能发生。更何况，怎样预防问题，这其实是一个更难的“问题”。
面对问题，还要积极的去解决，而不是认为没有什么好办法、只能这样了。有些项目经理在被上级批评时，总是千方百计的辩解，这是一种非常消极的做法。不要以为你让上司也觉得无可奈何，就可以心安了，甚至还小小得意一番。不要以为上司点头了，就是在赞许你，其实他在通过每件事来评估你，看你究竟是平庸之辈，还是可造之才。
从“无可奈何”到“我可以想办法”，一个小小的变化，足可以实现从平庸到优秀的跨越。积极还是消极，主动还是被动，就在一念之间，而这一念，会直接影响到项目的结果。
虽然每个问题可以解决的，但每个问题都没有标准答案。怎样解决，需要具体情况具体分析，不存在一种简单的方法或规则，就可以解决所有的问题。这就像冲浪时，每个浪头的高度、方向、力度都不一样，冲浪者无法为自己设定一个固定的姿势，只能在浪头扑过来时，根据自己的经验来进行调整，否则很快就会被打翻。
（2） 主动面对生活中的问题
生活中也与项目一样，充满的问题。俗话说：“家家都有本难念的经”，其实只要积极面对，人人都可以把这本经念好。
“一切问题都是可以解决的”，在生活中我也用这个观点来勉励自己。当与家庭成员产生矛盾时，我会想到，这是可以解决的，于是我主通沟通，让他们更加了解我的处境，我的真实想法，“理解万岁”这句话一点也没错，许多问题就这样化解于无形，这些都得益于我的这一次领悟。试想，如果我对生活中问题采用回避的方法，对其视而不见，矛盾必然会累积，总有一天会爆发。为什么总有那么多家庭因为鸡毛蒜皮的小事闹得不可开交，甚至弄得家庭破裂？可以说，不能积极主动面对问题，是一个重要的原因。
前几天在网上看到一则新闻，甘肃一男子嫌自己混得不好16年未回家，这就是一个回避问题的典型例子，不回家显然不能解决混得不好的问题，反倒让自己失去了16年的亲情温暖。在项目中，你会因为觉得项目执行不顺利不向上级汇报工作吗？其实越是有问题，就越应该汇报，争取上级的理解和支持，要知道你的上级往往有更宽的知识面、掌握着更多的资源，说不定他可以帮助你呢？
from http://developer.51cto.com/art/201211/364725.htm