1. Overview of the
EnterPrize Organization EnterPrize organization is a method of organizing software projects that appropriately promotes and balances the responsibility, personal responsibility, and power among project members.
The EnterPrize organization defines the roles and responsibilities of 8 positions that make up the project:
1. Product Manager : Generally, it is an executive or senior manager. This role is fully responsible for the success of the product, including profit and loss.
2. Project Manager : Directs the planning and execution of the project, is the individual responsible for the success of the project, like a captain or a general on the battlefield.
3. Business Architect : is the representative of the customer, responsible for ensuring that the correct requirements are documented and understood, and it focuses on the problems to be solved rather than
the solutions to those problems.
4. Product Architect : Responsible for technical solutions to customer problems, product specifications and overall product design (architecture). The product architect ensures that the product is created the right way, and the business architect is responsible for ensuring that the right product is created.
5. Process Architect : The maintainer of the project process, responsible for defining, documenting, and following effective processes for the project to achieve high productivity, high quality, and shortest cycle times.
6. Resource Manager : Hire and fire employees, assign jobs, guide, advise, evaluate, reward and promote their direct reports, and guarantee their future job opportunities.
7. Team Leader: Works closely with their team members to develop plans and execute them. The roles and responsibilities of the team leader are similar to those of the project manager,
but with a smaller scope of authority.
8. Team members
2.
Product Manager The main roles and responsibilities of the Product Manager are as follows:
1. Obtain funding
for the product 2. Responsible for the profit and loss of the product
3. Approve product plans that affect the overall success of the product
4. Resource manager as a direct report
5. As a product Initiator
6. As the end point of the report
3.
Project Manager The roles and responsibilities of the project manager are as follows:
1. Take full responsibility for the project
2. Responsible for the operation of the project
3. Demonstrate leadership and drive things forward
4. No direct reporting person
5. Apply recent project experience
6. Define project roles and responsibilities7
. Lead project planning activities8
. Conduct project tracking.9
. Adopt project management best practices.10
. Manage according to project priorities
. On addressing the 3-5 high-priority issues that are most important to the project.
11. Communicate project status with executives and clients
12. Delegate decisions to appropriate lower-level employees
13. Facilitate client engagement
14. Encourage and support escalation
Project managers are responsible for creating and maintaining a project culture that escalates when needed Be seen as good behavior, not as personal behavior.
15. Implement effective change control The
change control team cannot make decisions by voting or consensus. Team leaders make the right decisions after listening to and discussing with team members.
16. Challenging traditional thinking
Effective project managers do not just stick to past traditions, but act as catalysts to ensure that the practices implemented are correct.
17. Mentor project members
18. Promote good working relationships
19. Retain key project documentation
Project management experience:
1. The 3-5 projects with the highest priority must be tracked every day and resolved as soon as possible. Brainstorming sessions can be held within the project team to
form a list of project issues, which can then be prioritized according to the importance of addressing those issues.
2. Develop a project plan based on the desired project end date, as well as the target date for the completion of the main phases of the project and key activities. Such a project plan is
an effective management practice, but only if the plan is achievable.
3. The project plan should include an activity to realign the project at the end of each major phase of the project.
4. The project tracking meeting should be held once a week, and one day should be reserved after the project tracking meeting to resolve unresolved issues or
new issues confirmed at the meeting. Generally, it can be considered to be held on Wednesday or Thursday.
5. Spending 15-30 minutes at the beginning of each workday to meet with project tracking meeting participants helps ensure that important project issues get attention.
6. Effective project managers must have backgrounds such as program developers, team leaders and resource managers. These three positions help to develop technical skills, organizational skills and leadership.
7. In large and medium-sized projects, the project manager does not have time to be the main contact person for the supplier. This responsibility may be a full-time or near-full-time role and
should be assigned to someone else.
8. Project members want to do the right work on the project, but they need to understand what the organization expects of them.
9. Every project should undergo a post-project review, and we must learn and accumulate experience from previous projects with the goal of each follow-up project working better and with better results than the previous project.
10. For small software companies, maintenance work and new development work can be combined and carried out by a team, which can fix problems faster. And for large software companies, it should be separate.
Four, business
architect The role and responsibility of the business architect:
1. Define the problem (requirement) that the customer wants to solve.
2. Responsible for the direction of the business process of product design.
The business architect ensures that the correct product is created, while most of the other project members focus on creating the product correctly.
3. There is no direct reporting person.
4. Manage customer expectations.
Effectively managing customer expectations has a significant impact on customer satisfaction. When working with clients, it's often better to set expectations lower than what is possible and then get to what is achievable, rather than setting expectations too high and falling short.
5. Promote product content "meet the minimum demand"
"meet the minimum demand" is to provide customers with the products they need, and any other extra functions are redundant. It helps an organization or company to take a leading position in the market, win the increasing trust of customers, establish a good image of the enterprise, and thus gain new business opportunities.
6. Work closely with product architects, team leaders and project managers
7. Be a catalyst for solving business-related problems
8. Provide guidance to project members related to business processes.
V. Product
Architect Roles and Responsibilities of Product Architect:
1. Responsible for providing technical solutions to customer problems - what to do and how to do it
2. Lead the change control committee.
Product architects act as "benevolent dictators" when managing change control boards and generally do not take democratic rules or unanimous approval when making decisions. Instead, he solicits opinions from all parties, considers all the information, makes the best decision, and then takes responsibility for that decision.
3. There is no direct reporting person.
4. Work closely with business architects, team leaders and project managers.
The product architect ensures that the product is created correctly, and the business architect ensures that the right product is created.
5. Ensure that acceptable technical processes and methods are defined and followed.
Product architects ensure that products are developed in an acceptable manner.
6. It is a catalyst for solving technology-related problems.
7. Provide technical guidance to project members.
Six,
the role and responsibilities of the process architect process architect:
1. Define or tailor the software development process.
Early in the project, the software development process needs to be defined. The software development process must be flexible to accommodate the unique needs of each project in the organization.
2. There is no direct reporting person.
3. Manage the design, recording and measurement of the project process.
The most important project processes must be continuously monitored and improved.
4. Ensure that the project follows the correct process.
Process architects are responsible for helping project members get their work done "faster, better, and at a lower cost", and if that means using templates, tools, mentors, or anything, they should all be included in the process architect's job.
5. It is a catalyst for solving process related problems.
It’s not enough to fix problems, it’s also necessary to fix the processes that make them happen.
6. Provide process-related guidance to project members.
7. Suggest or approve measures for selected activities.
Using metrics is the only way to know if a project and its related activities are performing as planned.
7. Resource
Manager Roles and Responsibilities of Resource Managers:
1. Have direct reporters
2. Hire and fire
3. Carry out resource planning and allocation
4. Define the roles and responsibilities of
direct reporters Direct reporters must know what the organization expects of them What, so that we can maintain good performance all the time. 5. Help direct
reporters succeed
6. Delegate decision-making to appropriate lower-level employees 7. Act as a catalyst for
solving domain-related issues 11. Create an efficient working environment 12. Act as a channel for company communication 13. Implement company policies and practices 14. Manage logistics for direct reporters 15. Secure future job opportunities
Resource manager management experience:
1. Resource manager should be a full-time job, when a person holds two or more key positions, he will tend to spend more time in the responsibilities he is most comfortable with at the expense of low interest But not necessarily unimportant duties.
2. Management must provide career paths for employees who wish to pursue technical careers, or technical talent will leave the company or take on higher-paying but inefficient non-tech jobs.
3. Group interviews are an effective method of selecting employees and are conducive to selecting the best candidates. Don't trust resumes, they are for candidates.
There are several types of questions that must be asked in an interview before making a decision:
(1) The candidate's background, skills and experience;
(2) The candidate's ability to work with people, especially those who may be assigned to the team. How well done;
(3) How the candidate plans work, fulfills commitments, and solves problems.
(4) The candidate's career interests;
(5) The candidate's work ethic, and how long the candidate expects to work with the company.
4. The overtime hours of resource managers should be roughly equivalent to those of their direct reports. The reason many resource managers work longer (on average) is because they are reluctant to let go.
5. Performance feedback should ideally be given when behavior is observed, regardless of whether the behavior is praiseworthy or not.
6. For the career development of the company and individual, a person's strengths and potential advantages are far more important than the shortcomings.
7. Don’t give employees a certificate without cash or items of tangible value, and don’t give a cash reward without a certificate.
8.
The role and responsibilities of the team leader:
1. Responsible for the team
2. No direct reporting person
3. Assist the resource manager to assign work
4. The leader creates and tracks the team plan
5. Identify and track the plan 6. Collaborate
with business architects and product architects
7. Support team members
8. Direct the quality of team deliverables
9. Inform resource managers
10. Support project tracking meetings
11. Approve project documentation that affects teams
12. Ensure that acceptable processes, methods and tools are defined and used
Team management experience:
1. Management must let go and stop behaviors that impede the process and lead to reduced team accountability. Hold reasonable lower-level employees accountable for their commitments.
If they run into problems with the project, help them, but don't force someone else's responsibility.
2. The principles of holding an efficient meeting:
(1) Make a meeting plan
(2) Reserve a meeting room
(3) Start on time
(4) Determine the leader of the meeting
(5) State the meeting goals
(6) Assign a person to take minutes
(7) Keep meetings on topic and use meeting agenda if possible
(8) Treat all participants with respect
(9) Summarize meeting outcomes
(10) End meeting on time or on schedule
(11) Send minutes of meeting within one working day
3. The leader of the meeting should not take minutes, which will distract his attention from promoting the meeting and adversely affect the progress and rhythm of the meeting.
4. The success of the meeting depends on the free flow of information and ideas, and the full participation of the participants. To be right to the wrong person. When meeting goals have been achieved,
summarize key takeaways and assignments.
5. The best-run meetings always end on schedule or early.
9. Team
members Roles and responsibilities of team members:
1. Responsible for assigned tasks
2. Routinely notify team leaders or supporters
3. Routinely notify resource managers
4. Support project members
5. Approve project documents
6. Perform duties similar to a team leader in certain situations
Team Experience:
1. The most successful projects are made up of project members who work together and support each other when needed.
2. Project members should only attend meetings that are valuable to participants, or are likely to be valuable to participants.
3. A written status report is an effective way to remind your boss of your accomplishments throughout the performance review period.
4. You are responsible for your own performance and career, not your boss, not your company, not anyone else, and not anything else.
X. Project Management Office (PMO)
PMO's tasks:
1. Provide qualified project managers.
2. Provide project management consulting.
3. Provide project management guidance.
4. Create and maintain project management processes.
5. Provide project management tools and support.
6. Conduct project orientation and cultural training.
7. Provide project planning and tracking support.
8. Create and maintain the project command center.
9. Support project meeting.
10. Assist in project meeting.
11. Prepare the project status report.
12. Conduct project review.
A project review examines a project to judge its overall "health" and then recommends action to address the identified critical issues in a timely manner.
For projects of 6 months or more, project reviews are usually conducted every 3-4 weeks.
13. Perform post-project review and follow-up actions.
Post-project reviews should be mandatory so that future projects can benefit from lessons learned from previous projects.
14. Archive or summarize the post-project review.
15. Ensure that you have experience in the application of new projects.
16. Perform product reviews and follow-up actions.
A product review can provide many benefits, one of which is that it can provide valuable feedback to the development and support groups
so they can continue to improve the process and the results of key metrics.
17. Provide support for contract proposals.
18. Initiate project management proposals.
19. Retain and retrieve project records.
Project Management Office Experience:
1. Project management tools in an organization should be standardized.
2. Except for small projects, project managers should not spend their limited time directly dealing with project management tools.
3. Post-project review should be mandatory so that future projects can benefit from the lessons learned from previous projects.
4. A product review can provide many benefits, one of which is that it can provide valuable feedback to the development and support groups so they can continue to improve the process and the results of key metrics.
5. The more you attend cultural training courses, the more important experiences you can remember.
6. There are many reasons why project leaders fail to learn lessons from past projects, the main one being that many project leaders do not show leadership and courage to push for the improvements that should be made in the project.
11. Whether the project manager is too "moderate"
1. Examples of the project manager's overly moderate behavior
(1) Reserving constructive criticism of project members
(2) When the resolution of project-related issues has reached an impasse, Still not reporting to higher management.
(3) Unwillingness to defend the correct project plan
(4) Acting as if there is little authority to support oneself in fulfilling responsibilities
(5) Obstructing the promotion of project management best practices throughout the project
(6) Avoiding or delaying seeking when needed Helping
(7) Lax monitoring of project members’ commitment and actions
(8) Complaining instead of solving problems constructively
(9) Taking on too much work instead of assigning tasks to appropriate project members
(10) Not actively seeking and Get the project management training you need in both hard and soft skills
(11) Prefer to avoid problems than alienate project members
(12) Avoid or delay critical decisions
(13) Focus a lot of energy on the top 3 priorities 2. It's important to
focus on the outcome rather than the process.
3. In most cases, there is a direct relationship between project success and the effectiveness of the project manager.
4. Effective project managers behave as if they were running their own business.
5. If you have trouble making unpopular decisions, if you value what others think of you rather than yourself, if you listen to
the "squeaky wheels" around you rather than your own heart, then you are still Not ready to be an efficient and successful project manager.
6. You cannot be an effective leader without directing, directing, and educating others.
7. If you don't ask for help when you need it, you can become part of the problem yourself.
8. Many organizations and projects try to use the principle of unanimity or democracy. When trying to get all team members to accept a team's decision to the satisfaction,
such a decision is almost always ineffective.
12. The process of project reporting
1. When conducting project review on troublesome projects, the main reason is that the most critical issues have not received proper attention.
Common reasons for reluctance to address key issues:
(1) Fear of conflict
(2) Fear of sabotaging relationships with those with whom you have to work
(3) Believing you will fail in the matter anyway
(4) Not wanting to embarrass someone
(5) Unable to justify one's position
(6) Unwilling to spend time and effort
(7) Not knowing how to resolve these conflicts
(8) Unsure of what is acceptable behavior in the organization
2. The principles to be followed for escalation are:
(1) ) escalation must be made after an attempt to resolve the issue
(2) objector is responsible for escalating the issue unless the objector is an "approve"
(3) escalation is initiated within two business days
(4) escalation is for the issue and not for the individual
(5) Must notify your manager (resource manager) and obtain his or her approval before initiating an
escalation (6) Must notify all parties involved before initiating an escalation
(7) Do not stop planned work during the escalation period