Although the process of being involved was hard work (working overtime and staying up late to accompany me), it was worth it in the end. Without such a high-pressure environment, I don’t know that I could be so good.
The questions I want to answer are divided into 4 categories. The first is what I have mastered myself, the second is what needs to be obtained from others, the third is what I need to deal with comprehensively before replying, and the fourth is what needs to be negotiated and discussed to find a more suitable alternative.
The first type, the part I have mastered, the basic data accumulated in daily work, can be directly used or reprocessed. After all, it is within my own scope, and the complexity of personnel communication is 0. The test is my ability to process existing data and the speed of processing. Being proficient in Word and Excel is really not a joke, and WPS membership is really popular.
The second type requires finding other people to obtain the parts, which tests the coordination ability. For example, if statistics are needed to automatically send data items on Saturday, what needs to be done is divided into three steps: shake leadership, shake development, and shake data.
The first step is to shake the leader. I went to the PMO and told him the data I needed. He asked me to specify the scope. The developers didn't know the whole picture. This puts the problem back in my hands. I don't know the exact scope, but I can sort out previous work information records, pick out a list that basically matches, and then submit it to him for scope verification. He was very good this time.
This process gave me a better understanding of the details of the business relationship. At the same time, I realized that if you don’t have accurate content at hand, you can give a first draft, and everyone can enrich and refine it on this basis to complete the map together.
The second step is to shake the developer. After the PMO verified the scope, I asked me to find developer L. L has a good attitude, but he is ill with a fever. On the way to the hospital, it may be two or three o'clock in the afternoon when he gets home. In this situation, I can't say some inhumane words, such as hurrying up. But this time is the deadline I have to deliver. I told him to give me the SQL statement and I would look it up, or he could tell me which table to look for. He was so dedicated and relaxed and thought this solution was good.
The third step is to shake the data. I started working on database queries. Send a SQL to L first as a basis to avoid typing so many letters on his mobile phone (for fear that he will make mistakes, for fear of annoying him, and for fear of taking up too much time of both parties). He replied to me a piece of SQL, and I executed it, took a screenshot, adjusted it, and then executed it. Under remote guidance, it was DONE. This process allowed me to deepen my understanding of the structure of the database (including improving my SQL skills), and at the same time gained L's recognition.
In addition, there is a data mismatch problem. I went to Y and he gave me an explanation, but he didn't convince me. I talked to H about my doubts. He immediately asked me to dial Y's phone number and the three parties could chat together. In the process of talking together, I understood the reasons for the differences. At this time, H had a tone of blaming Y, and Y on the other side of the phone paused for a moment. I said that Y had explained clearly and there was no problem, and the two sides began to relax. Y has always been very nice, and the amount of information and timeliness it provided me have improved significantly. The characteristic of developers is that if they can talk about technology, code, and database tables, they will have a good time with each other. If they can't talk together, they will get bored. Some other developers also tend to be gentle when communicating. After all, I have the foundation of C++ technology.
The third is that I need to deal with it comprehensively before replying. This is an element of project management. For example, first take a look at the status of Zen Tao, conduct preliminary statistical analysis, and then discuss (or supervise) the information with the PMO for project tracking. If the PMO has omissions or is inconsistent with the original plan, it needs to be reminded and timely adjustments must be made. When certain data are counted, it will in turn facilitate project execution. This part is what I'm good at, and I can execute it without any pressure.
The fourth is to negotiate and discuss to find more suitable alternatives. This is a high-level behavior and the most attractive part. Listen carefully to the other party's ideas and goals, and bravely express your own problems, thoughts, ideas, and plans. This becomes a process of discussion. Many people are at a psychological disadvantage in the relationship between Party A and Party B, and can only passively accept problems. Some problems are only the first level, abandonment type, or pathfinding type. What you put together with great effort may not necessarily be what the other party really needs. After two tossing and going back and forth, you will be overwhelmed.
In addition, there have been new breakthroughs in how to conduct upward management.