Hello everyone, I am Lao Yuan.
I have been working on content for so long and shared a lot of dry goods, tools and industry content with you.
Today's article summarizes some practical work problems that fans have sent me private messages. I don't know if you are familiar with these problems, and have you encountered them?
Of course, this is not just to answer project management questions purely for a certain fan, more often, as an expert, you are looking at the doorway.
If you look at other people's problems, you can know where most people are confused. If you compare it with yourself, can you understand it?
If you know the answer, you can take a look. Have you verified the entry point where others don't know the answer?
Remember, only by reviewing the game at all times can we make progress all the time.
As a project manager, the management foundation is the key to improving work efficiency, promotion and salary increase . If you feel that your skill points are not enough, it is recommended to learn systematically as soon as possible in order to be invincible.
one,
For the first question, the first thing that needs to be confirmed is: Does the project process data and personnel control refer to distribution and authority management?
You can determine which project files can be accessed by different personnel, and make a comparison table of project roles and file access rights.
For different project files, update the files in a timely manner, and plan the project communication methods, such as which types of files can be mass-sent emails or messages, and which types of files need to be communicated individually or in group meetings.
If the management hierarchy is complex, IT staff may be required to assist.
It is as small as frying eggs and fried rice at home, as large as being in charge of a project worth hundreds of billions, mastering the underlying knowledge system of project management, and this kind of project management ability can be upgraded and applied to any field.
The solution to the second point is to control the flow of project personnel and control the progress of the project, which belongs to the resource management and progress management of project management.
If combined, in the actual project work, try to plan in advance the general work arrangements of the personnel at each stage (at least the current stage), update them continuously, keep a good record of the human resources calendar, and do a good job of project progress data and project progress plan Record and update of human resources and schedule management documents such as schedule network diagram.
In actual work, more communication skills are needed, and different project members may need different communication methods.
As a project manager, a large part of our time and energy is spent on project-related communication. The project manager actively follows up on a daily basis, discovers and solves problems in a timely manner, and avoids untimely follow-up.
two,
First of all, milestone tasks, special tasks, and key tasks all belong to the definition and division within the project itself.
From the perspective of our progress control, we can use the practice of drawing a schedule plan network diagram to make a relatively detailed plan and define key activities and critical paths.
In terms of controlling milestone nodes, the following points are usually considered:
- Judging the current status of the project progress
- exert influence on factors causing schedule changes
- Reconsider necessary progress reserves
- Determine whether the progress of the project has changed
- Manage changes as they actually happen
Second, the "compliance" of data management + personnel control , the main point is that different companies or projects have their own definitions of this "compliance".
I can only give broad advice:
1) First of all, there must be file management rules that can be followed (including how to save, update, transfer, and violation handling agreements, etc.)
2) If the project has its own needs, it can communicate with the corresponding compliance department to adjust the rules
3) It is necessary to ensure that there is technical ability (or management ability) to realize the implementation of the rules
As for the last point , let me give you an example. A company that allows the use of personal WeChat to send and receive files at work must be relatively weak in terms of security and confidentiality.
Enterprises that only allow DingTalk to share documents on DingTalk may be a little stronger, because DingTalk has the permission setting of "document" in terms of software functions.
three,
Due to the internal reasons of the customer, we can only try our best to solve it in terms of communication.
Try to understand the other party's internal processes and major stakeholders, and think about the benefits of quickly completing the acceptance for the other party.
You can also check to see if there is any agreement on time and acceptance criteria in the contract or project agreement at that time.
Set a time limit for yourself. If you still can't figure it out after hard work, you can synchronize the progress with your boss in time and explain the measures you have taken and the difficulties you have encountered.
Four,
If we don't actually have the position of product manager, for the current situation, we can have a project team member come out to assume the role of product manager (or product leader).
Because no matter what, someone always needs to sort out the requirements and decide the priorities.
These processes can be participated collectively, however, there needs to be a "facilitator".
In order to reduce risks and disputes, the moderator needs to record important product-related documents and important decisions (of course, this part can also be done by the project manager).
Alternatively, you can follow up on projects with the help of some of the collaboration aids common to developers. Such as TAPD, Worktile, DingTalk, etc.
five,
If you are agile, you can plan the connection according to the idea in the figure below.
You can also understand that "strategy" is almost equal to "vision", and then disassemble it layer by layer.
To put it simply, senior leaders should formulate reasonable goals around the strategy . But it is definitely difficult to do.
This level of problem is a very basic product problem.
If you often bother your colleagues and superiors with such questions, be careful that you will appear on the next wave of layoffs.
As long as you are willing, you can enroll in the system to study for a month after get off work, simple product problems can be solved, and your thinking system will become more logical.
For example, the NPDP certification course for product managers can satisfy you. What it learns, you can see this picture:
(Picture source Sibo Yingtong, invaded and deleted)
In fact, you can learn as much technology as you can, but a good working mindset is hard to come by.
If you think that you can rely on experience and the rest doesn't matter, then your room for appreciation is nothing more than that.
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I am Lao Yuan, welcome to follow my official account [ Project Manager Lao Yuan], every day there will be dry goods sharing of project management cases .