From programmer to project manager (27): How to report to the leader
One day the leader asked you to report on the project status, how would you answer? In terms of project reporting, I conclude that there are three types of project managers, see which one you belong to:
The first is to report good news but not bad news. This kind of project manager is as smooth as Heshen, and it always conveys good news to the leaders: progress is always smooth, the team must be harmonious, customers must be satisfied, the world is always peaceful, as if the weather is always clear , it will never be windy or rainy. Leaders often smile and nod their heads in approval.
The second is just the opposite, always looking worried. Perhaps because the project manager has a strong sense of crisis, every report must sound like a big problem surrounded by small problems, and the project is full of crises, as if the sky is falling. This kind of project manager is as real as Ji Xiaolan. The moment he opens his mouth, the people are not living well and the people are suffering. The emperor will inevitably frown and worry when he hears it.
Another is to state the current status of the project, such as what modules have been completed this week, what functions have been added by the customer, what problems have been encountered in the system design, and a certain employee will take two weeks off for marriage, etc. The whole process basically did not include a comment, and the leaders listened in a foggy way.
It seems that reporting good news but not bad news is an ideal reporting model. This is true in terms of keeping leaders happy and in a short period of time. But this is not an objective situation after all, it has a deceptive nature. After a long time, after the problem is exposed, it will inevitably make the leaders feel that your work is not solid, and even exaggerate, so happy.
It can be said that these three kinds of project managers do not understand what the leaders care about and what kind of information they want to get. Is the leadership heart really as elusive as a needle in the sea?
The reason why leaders want to listen to the report is to see how the project is doing. So what counts as a good job? In fact, there are only two words: controlled. Therefore, the leader does not really care about how many functions the project has completed and how many problems it has encountered. As long as the situation is under control and there are some surprises, deviations, what does it matter? Isn't Sun Monkey very good at somersaults? Let's turn it over, anyway, there is no way to escape the palm of the Buddha's hand, this is a kind of control.
It can be seen that being controlled can be regarded as a sign of project health. It doesn't matter if the project usually has some minor anomalies, as long as the project manager can firmly control the overall situation, it is a healthy project. It's like we usually get a little skin trauma or a common cold, and it doesn't matter, because the development of the "disease" is predictable and controlled, so we can still proudly say that we are healthy. But for a cancer patient, I may not see anything abnormal at first, but because of the uncontrolled spread of cancer cells, that can no longer be called healthy.
From this perspective, when leaders ask for reports, they are actually seeking confidence. To give leadership confidence, the most important thing is to show control. Inspired by this, the next time you report to work, you can report it like this:
First, briefly state the overall situation of the project. For example overall progress, cost usage, employee morale, etc. For good places, it must be displayed, and it is reasonable to know that Heshen exists. This is actually to imply that the leader, you are a sensible person, and under your rule, the work is well-organized.
Then, report on the major events in the project, and your countermeasures. Such as the departure of important employees, project milestones, customer lead inspections, etc., and be sure to remember to say how you plan to respond. The inherent meaning of this is to tell the leadership that the project manager not only has a big picture, but also closely follows important details and has great ideas. Although there are some problems, it is not something to be afraid of.
Finally, you can report the next work plan, work priorities, need for support, etc., so as to let the leaders understand that your thinking is very clear.
In short, around one core purpose: the project is under control, please rest assured leaders. After such a report, I believe that no matter which leader will nod and applaud: Well, this project manager is good, and the project is doing a good job!
Of course, to reassure leaders, we must also build on the basis of seeking truth from facts. If the project itself is a mess, there is no point in fooling the leader into being happy.