There is a very common situation: a person is both a project manager and also needs to undertake some specific project work. This is bound to cause a series of problems. If it is a real team composed of several people, then in the end, the project manager must have two roles, both management and completing the work assigned to him. He naturally has to put work first, otherwise the progress will not be kept up, so he chooses to complete the work, which means that he will neglect management . He hopes that the team can manage itself, but this is absolutely impossible. After all, if a project team could manage itself, there would be no need for a project manager in the first place.
Unfortunately, when it came time for the performance review, he was told that you could improve on your management. In fact, he just needs to focus on project management from the beginning. Yes, for a team of only three or four people, the project manager can take on some of the work. However, as the number of people in the team increases, splitting the two roles will no longer be enough, because team members will always have various problems for you to deal with, making it impossible for you to complete the assigned work.
One reason for this dilemma is that organizations don't fully understand what it means to be a project manager; they think one person can wear two hats. The result is that everyone in the company starts to try to manage projects, but some people are good at project management, and some people just don't have the skills in this area. This is actually the case in every field. I found that a better approach is to select a small group of people who are capable and willing to be project managers and let them manage some small projects. This allows "technical" personnel (technical personnel in a broad sense) to engage in specific technical work. , without having to worry about administrative issues, it also allows the project manager to really do a good job in management.