Project and team management experience

Team management methods

Managing employees efficiently is difficult, but it is not impossible. The key is to find and follow the rules. By managing employees according to rules, untamed employees will become docile, and inefficient teams will become full of vitality. There are no shortcuts to management.

01 Establish a management philosophy that puts the system above all else

Systems are the cornerstone for ensuring the normal operation of an organization. Management that tramples on the system at will is destined to fail. The most taboo and most common mistake for managers is to put personal will above the system. If things continue like this, the system will be ineffective, and the behavior of employees and the operation of the organization will inevitably produce irreversible deviations.

1. Establish and improve the organizational structure
2. Establish a strict employment system
3. Design a good salary system
4. Establish a competition mechanism
5. The establishment and improvement of the system should always be given top priority
6. Resolutely abandon the mindset that the law does not punish the public
7. System Lead by example

02 Only with prestige can management be effective.

The system is a benchmark for management, but having the system and acting according to the system does not mean that all problems are solved. The personal prestige of the manager also has a decisive impact on the effectiveness of management. Of course, establishing prestige does not happen overnight. Managers need to grasp themselves in many aspects.

1. Prestige is the first element of a manager
2. There must be tactics to establish prestige
3. Express your position carefully and do what you say
4. Use your own style to infect your subordinates
5. When appropriate, you must "take the lead personally"
6. Never act emotionally
7. Bear the pressure yourself.
8. Don’t do anything to harm your personal image.
9. Resolutely break up the small circle
. 10. Get angry appropriately
. 11. Distance creates
authority.

03 A bowl of water should be balanced, which should be a management tip that managers should keep in mind

In fact, the average employee's requirements for managers are not high and can be easily satisfied. As long as you treat every employee fairly and fairly and evaluate their work performance accurately and objectively, they will be willing to obey your management. "A bowl of water is balanced" is a common saying that people often say about their righteous deeds, and this is also a management decision that managers should always remember.

1. Justice is more important than fairness
2. When dealing with conflicts between employees, you must first classify the conflicts
3. Artistically resolve conflicts
4. Learn to reduce conflicts with employees’ interests
5. Recognize the dangers of gangs
6. Replace “internal friction” with competition "

04 A harmonious superior-subordinate relationship is the lubricant that improves management efficiency.

If subordinates are disgusted with their bosses and have opinions, the manager's management effectiveness will be greatly compromised; on the contrary, if the relationship between superiors and subordinates is harmonious, subordinates will always accept tasks in a happy mood and do their best to complete tasks. As a result, Nature is very different. As a manager, you must know how to care for and care for your subordinates, and be a caring person to your employees. In this way, a harmonious superior-subordinate relationship will emerge unexpectedly.

1. Consider issues from the perspective of employees
2. Don’t abandon subordinates in times of crisis
3. Provide necessary help to subordinates at critical moments
4. Be a good “parent” to employees
5. Make the company full of human touch
6. Put aside your own concerns when appropriate "Shelf"
7. Remember employees' names
8. Understand employees' personalities
9. Emotionally manage employees
10. Understand employees' satisfaction

05 Smooth communication can avoid management obstacles

When it comes to communication, some managers shake their heads: I just give the order and execute it, it doesn't matter whether I communicate or not; besides, there are so many things I need to deal with every day, where do I have time to communicate? In fact, this common idea of ​​managers is one of the reasons for many obstacles in the management process. Without communication, it is impossible to understand the true thoughts of subordinates and the real situation of the company's operation, and artificially widen the distance between employees. This is really an undesirable practice for smart managers. (For more management sharing recommendations, follow Global Human Resources Think Tank and search GHRlib on WeChat)

1. Ensure effective communication and achieve information sharing
2. Listening is more important than talking in communication
3. Broaden the channels for upper and lower communication
4. Being good at listening to opinions can unleash the potential of employees
5. Share happiness with subordinates
6. Be brave enough to admit mistakes A good way to achieve healthy communication

06 Give subordinates the opportunity to express their personal opinions

Whether ordinary employees have the right and opportunity to express their personal opinions is one of the criteria for measuring whether an organization is functioning well. Managers must create a management atmosphere where everyone can speak freely. In this way, everyone in the organization will feel that they are an important member of the organization and will feel comfortable doing their jobs. This often requires strict management measures to be effective. Much more.

1. Create an atmosphere that
allows subordinates to speak boldly 2. Let employees understand the actual situation
3. Identify employees’ dissatisfaction
4. Treat employees’ dissatisfaction correctly
5. Listen carefully to employees’ complaints

07 Proper incentives are the trump card for efficient management

Every manager hopes that his subordinates will be 100% committed to their work and complete their work efficiently. But at the same time, managers should understand that employees' work effectiveness is directly related to what kind of motivational methods you use. The era of relying on high-pressure and coercive management to win has long passed. Adopting appropriate incentives is the trump card for modern managers to improve management efficiency.

1. Use appropriate incentives to stimulate the work ability of business backbones
2. Praise sincerely the outstanding performance of subordinates
3. Reward those with meritorious services is a good way to win people's hearts
4. Master the timing and methods of rewards and punishments
5. Establish an efficient incentive system
6. Mobilize employees' enthusiasm
7. Enticing "title" incentives
8. If incentives are ineffective, you have to find reasons
9. Egalitarianism cannot be practiced
10. Combine financial incentives with spiritual incentives

08 Correctly view the strengths and weaknesses of subordinates

A ruler is short and an inch is long. If a manager only focuses on the shortcomings of his subordinates, then he will be full of shortcomings. Correspondingly, your attitude towards employees will only be criticism and punishment. This is an extremely negative management thinking. Avoiding shortcomings and using strengths is the management method of a wise manager.
1. Use the skill of tolerating the weak and protecting the weak
2. Don’t deny your subordinates easily
3. Look more at the advantages and less at the shortcomings of your subordinates
4. Treat those who have opposed you correctly
5. Let the shortcomings of your subordinates be used to my advantage

09 Criticism and methods are one of the essences of the art of management

As leaders, managers will inevitably criticize their subordinates, but they must not view criticism in a simplistic way. The purpose of criticism is to point out shortcomings and mistakes, and to hope for correction. If your criticism is just to point out mistakes, or just to vent your personal emotions, but does not achieve the purpose of making the criticized person correct and alert others, this is a kind of criticism. Criticism of failure. Therefore, criticism requires methods, which is one of the essences of management art.

1. Take seriously the issue of how to criticize employees
2. Pay attention to the methods when criticizing
3. Criticize with love
4. Pointing out mistakes tactfully is easier for people to accept
5. Don’t default on your subordinates in public
6. Short and powerful criticism is more effective
7. Use "praise" to criticize.
8. "Criticize harshly" and don't forget to deal with the consequences.

10 Dare to punch hard when it’s time to take action

Every unit will have some "thorny" characters. When problems may arise that seriously endanger the management situation, managers must not hesitate at all. They must dare to take action, and once they take action, they must hit hard. Strive to hit the mark and solve the problem with one blow.

1. Never hesitate when you should be decisive
2. Correct the mistakes of your subordinates with a clear attitude
3. Don’t be a back-up on issues of principle
4. Use effective methods to make arrogant people obey orders
5. Boldly wave the killing stick of "dismissal"
6 , you might as well accommodate for a while, or you might as well deter once.

11 If you don’t know how to delegate, you won’t be able to get on the fast track of management.

Managers take over everything in detail. Although unnecessary mistakes will be made in the handling of certain things, it is a huge mistake from a management perspective. Because this will turn all subordinates into yes-men who lack vitality and independent spirit. The boss is exhausted and the employees are idle. Managers who do not know how to delegate will put the company or a department into the slow lane while being "conscientious".

1. Managers cannot do everything by themselves.
2. If you do not know how to delegate, you are not a qualified manager.
3. When delegating to subordinates, you must pay attention to strategies and techniques.
4. When delegating, large and small powers should be treated differently.
5. Be generous with promotions and let them Employees should all be bosses
6. We must resolutely remove many obstacles to reasonable delegation of authority
7. Implement delegation in practice while supporting subordinates

12 Supervision by the authorizer is essential

Authorization is not about letting go of power. Supervision, follow-up, and management after authorization are essential. Some managers are often troubled, why do power always lead to chaos when it is released, and death when power is withdrawn? In fact, the root cause lies in the failure to resolve the relationship between authorization and supervision.

1. A smart manager will not let go of power.
2. Limited suspicion is a good way to prevent out-of-control delegation.
3. Managers can effectively monitor power during follow-up
. 4. Those with high authority should be restricted. 5. Beware of
"anti-authorization"
6. Grasp necessary power to prevent authorization from getting out of control
7. Don't skip the "inspection work" link

13 Starting from the spiritual level is the golden key to opening the door of management

For most ordinary employees, the requirements for material treatment are the most basic and very important. However, it would be a big mistake to regard material needs as the only needs of employees and use this to understand management ideas. After basic material needs are met, the spiritual level is the golden key that can truly open the door to management.

1. Unify the management goals of the team with the personal goals of employees
2. What needs to be cultivated most is the belief and spirit of employees
3. Improve employees’ work effectiveness by improving their spiritual standards
4. Make the construction of management ethics an important part of improving management capabilities Top priority
5. Grasping the mentality of employees is the golden key to improving management effectiveness.
6. Improving the combat effectiveness of employees and enterprises through corporate culture construction.

14 Reasonable selection and use of talents are essential qualities for managers

What does management do? Naturally, they are people. If different people are not managed by the same means, the results will be very different. This is the difference between selecting and using talents. Therefore, smart managers will implement their management concepts starting from hiring people. The most important thing when selecting talents is to be "reasonable". Only when these two words can be achieved can managers be said to have basic management qualities.

1. Only by selecting good talents can we make good use of them.
2. Spare no effort to retain excellent talents.
3. If you want to recruit people, you must be willing to pay.
4. You may as well use "moderate" at the right time.
5. Employ people according to their suitability, and use strengths and avoid weaknesses.
6. Managers must treat them differently. New and old employees

15. Have a special mind for important employees

Most of the important employees are capable people, and most of them have a certain aloofness. How to use such people is a yardstick for testing the school's management capabilities. If such a person can be used well, he will exert great energy, but it is difficult to make good use of such a person without a broad mind that can accommodate others.

1. High salary may not be able to retain employees
2. Find the reasons for employee turnover
3. Make good use of alternative "capable people"
4. Warm words are more effective in retaining employees
5. Use "technical level" to retain employees
6. Make employees full of hope for the future
7 , make appropriate concessions

16 Maximize the team’s energy

Among American NBA teams, if the players cooperate with each other tacitly, it will be said that this is a team with a chemical reaction. Such a team may not have superstars, but it often has the highest winning rate. A good manager has the Midas touch to create a chemical reaction between subordinates, thereby maximizing the team's energy.

1. Build a solid management team
2. Team spirit is the guarantee of team stability
3. The unity of employees is the prerequisite for shaping team spirit
4. Balance cooperation and independence in the team
5. Encourage proactive work
6. Stimulate creativity and encourage Innovation

17 Softness sometimes yields better management results than hardness

It is common sense in life that toughness is more powerful. However, being tough in management work may not have better results. On the contrary, some relatively soft, warm and humane methods can make subordinates convinced. As the saying goes, human hearts grow from flesh. When you face the hot hearts, gentleness is indeed more penetrating.

1. Learn the management skills of using softness to overcome
strength. 2. Leaders must first manage their own tempers.
3. Turning opponents into supporters is the real skill.
4. Give subordinates who make mistakes an opportunity to take responsibility for their crimes.
5. Mobilize the enthusiasm of subordinates by resolving conflicts.
6. "Wearing a high hat" is a smart management technique

18 Grasp the management scale of looseness and tightness

Management is a "detailed job", and one of the manifestations is that you must know the right balance between loose and tight management, and grasp the scale: too loose will lead to employees' mental disengagement and the situation out of control, and too tight will stifle passion and creativity. Between loosening and tightening, it reflects the realm of management art.

1. Don’t let your instructions become empty words.
2. Rewards and penalties should be based on performance evaluation.
3. Correctly treat the situation where subordinates fail to complete the task.
4. Give everyone a strong sense of urgency by keeping a close eye on them
. 5. Use timely and
6. Perfectly combine "looseness" and "tightness" in a coordinated manner 7.
Learn to manage people with "inaction" behind the system.

19 Pretending to be confused can help you manage things more clearly

The manager must be a clear person: he can discern the truth and falsehood, and clearly check the advantages and disadvantages; the manager must also be a confused person: avoid what should be avoided, and give in to what should be given. It is easy for managers to understand, but it is difficult to be confused, because the former requires ability and knowledge, while the latter requires a broad mind.

1. Some things really require pretending to be confused.
2. Pretend to be confused rather than really confused.
3. Use fuzzy thinking to cleverly avoid problems.
4. Pushing for credit and taking over is also a "confusion technique"
. 5. Avoid grabbing credit from employees.

20 Only when details are in place can things be done properly

Managers should not only take care of big things, but also small things. This is not inconsistent with the delegation method advocated above, because some details and small things are also very important and are the outline of the problem. The outline can be seen clearly. If these important details are taken care of in place, things can be done in place.

1. Control your emotions when dealing with small things in management
2. Don’t ignore the personality of subordinates in leadership work
3. Criticizing subordinates behind their backs is a sign of stupidity
4. Release positive signals in the right way
5. Pay attention to the details of every word and action at work

21 Use different means to pursue different management effects

It goes without saying that management requires "means", because managers are faced with complicated situations and often need to solve some difficult problems. Managing in a simple and clear way will put themselves in a passive position. At this time, there is nothing wrong with using some tricks and means, as long as the purpose is not to harm or punish others but to solve the problem.

1. Learn to control your appearance
2. Why do newly promoted managers become "arrogant"
3. Don't underestimate the role of "push"

22 Continuously improve overall competitiveness through training

Many managers are talented and capable, but their understanding and practice of employee training are far from the requirements of modern management systems, and they even have a negative attitude towards employee training. In fact, training is an investment with a high return. If managers do not pay attention to employee training, it is impossible for an enterprise to develop sustainably.

1. On-the-job retraining is equally important
2. Learn by precepts and deeds while doing
3. Treat continued learning as a work requirement
4. Allow employees to achieve self-improvement through training
5. Establish a long-term talent training plan

---

---

Team building: a team management method from scratch to efficient management

For people managers, team management is a matter of opinion. After years of leading teams, I have summed up some experiences and lessons. When a company hires a manager, his purpose is very simple and clear, which is to drive business results and achieve one or a series of business goals. As a manager, what you need to do is to work around this core and do those things that can enable a team to achieve the expected business goals together.

A team usually needs to go through four main stages from scratch to an efficient team: initial team building, team running-in, team cohesion, and finally establishing an efficient team. (When the expected business purpose is completed, a team may need to be disbanded). When it comes to teams, we first need to know what a team is. We often hear the word team in the workplace, but many times they are not a team at all. So what is a team? Looking at the definition of team on Wiki, a team refers to a formal group of individuals who collaborate with each other to achieve a certain goal. It seems that a team is a group, a formal group. So what is a group? A group is two or more interacting and interdependent individuals who come together to achieve certain goals. A tour group, we can easily understand that this is a group. A product R&D group, we think of it as a team. But is it actually a team? We need to see if this group meets these conditions.

• autonomy . A team is able to manage itself and move forward. If you are the owner or manager of a company, you need to constantly check your phone, check emails, and monitor the progress of your work when you are out. Either you have obsessive-compulsive disorder, or your team lacks autonomy and needs your supervision to complete the work that needs to be done.

• Thinking sex . A team can constantly review its own operations, discover its own problems, actively look for countermeasures, and make suggestions for process modifications.

• Cooperation . Not much explanation is needed on this one. It means being able to communicate with others in a principled and cooperative manner.

At different stages, the management styles and practices that PM (people manager) needs to adopt are also different. But it is not absolute and requires specific analysis of specific issues.

Early days of team establishment

Team members often come from different departments or are newly recruited from outside the organization. At this time, everyone was still relatively new and didn't know each other very well. If the pressure at work is not very high, when I can cope with it independently, I will try my best to hide my dissatisfaction, and maintain a more polite and positive attitude toward collaborators on the team or outside the team. At this time, as a manager, don't think that the team is very good now, everyone's mood is very high, and there is no problem with everyone's cooperation. In fact, on the contrary, various crises are growing little by little. Once a setback occurs in the progress of work, it will become a trigger, and all kinds of complaints and dissatisfaction will erupt, affecting subsequent work and cooperation within the team. So what do you do as a manager? In some of my experiences, work can be done in a directive manner. Some key points of the directive type are: giving clear direction and hoping team members can quickly accept it; tight control, giving correct guidance when non-positive emotions arise; explaining what will happen if the instructions you give are not followed. What adverse consequences may occur if implemented.

At the same time, managers should be good at observing some representative members of the team to see if any leading members emerge. If so, let everyone know what this member did well and what he did well. If not, and you are an expert in this field, you might as well go into battle yourself and set a benchmark for everyone. What I need to emphasize is that as a PM, you should not do everything by yourself. Later you will find that you will be overwhelmed and overwhelmed. In many companies, myself included, you are promoted bit by bit, so you will become an expert in this aspect or field. In the early stages of establishing a team, appropriate adjustments can be made.

In the early stages of team building, I advocate the use of directive and leading management styles. The purpose is: to ensure that the work can be achieved as expected and build confidence in the team; to establish your prestige as a PM in the team; to standardize and process part of the work to achieve consensus for the team.

Team running-in period

After the initial construction period, team members also had a period of contact. They begin to realize that your partner is not so perfect, and there are various things about them that make you uncomfortable. In this case, they don't first communicate with you as the PM to resolve the conflict. They will first complain about so-and-so with other colleagues with whom they have a good relationship, so as to reach a consensus. On the basis of this consensus, the listener will continue to observe the person complained about to further confirm the complaint. Negative emotions will grow little by little, affecting everyone's morale and further cooperation. When the problem was discussed, the team members were no longer as polite as they were at the beginning. They would argue loudly. (I hope it’s just the right thing but not the person, which is often difficult to do.) What should the PM do at this time?

During the team's running-in period, the PM needs to give the team a clear vision. Let everyone know that the future is bright and that the current problems are just a dark spot in the bright future. We also solicited everyone’s thoughts on this vision and sincerely answered everyone’s Why. Under the premise of getting everyone's approval, the subsequent work can be carried out. The next step is to let everyone tell what the problem is. All team members will participate and everyone will speak. As a PM, you listen.

Let me give you an example that happened in a team I managed. The company's leaders decided to maximize the user experience by improving product quality. In order to be able to show his work performance, the tester keeps reporting big and small problems. In order to make small problems also receive attention, the severity and priority of bugs are very high. Development is very dissatisfied with this. During every bug review, the level of the bug will be debated. Also, the tester engineer discovered the problem and reported it to the development team. The development team was busy developing new features and did not look at the bugs. Some bugs remain open for several days. When developers really want to fix this problem, they need a tester to reproduce it. The tester will say that the environment is gone. You can build an environment to reproduce it yourself. I don't have time to take care of it. Production efficiency has been greatly reduced.

I organized a discussion meeting for everyone to talk about their problems and ideas. Everyone talked about their own ideas (actually, it’s not a big problem if they can speak out during the discussion), and I listened carefully to the ideas of different function teams. In the end, everyone happily reached an agreement that for bugs reported by the tester, developers need to update the status within 24 hours to agree whether this is a problem or need the tester to give more information to reproduce the problem. If there is no consensus on the severity of the problem, it is sent to the PO (product owner, we use agile development and has the role of PO), and the PO decides the severity and priority. In this kind of discussion, PM should become an ordinary member of everyone, allowing everyone to speak freely and express various emotions. What the PM should do is to listen carefully, analyze everyone's real intentions behind it, and analyze possible solutions.

The team's running-in period is a pain that the team must go through. During this period, PM should focus on eliminating bad emotions and affirming positive emotions. Develop various processes and rules and reach consensus with the team. Develop and develop a vision that everyone agrees on. This is very important, it is the core of the team. Our team is neither a political group nor an army, so it is difficult for us to restrain everyone with pure awareness and discipline. More often than not, we have a common goal: we need to contribute to our team and contribute our strength to the company's overall market success.

Therefore, at this stage, PM should appropriately use visionary, affinity and participation management styles. The purpose is to correct the direction of the team and ease the mood of the team, so that a disorderly team becomes orderly and everyone works towards a common goal.

Team bonding period

When the team stood up little by little during the running-in period, the team had already reached agreement on many processes, and there were laws and rules to follow. Everyone on the team knows what they want to do and has autonomy. If a problem arises, everyone will analyze the problem according to a certain method and work together to achieve a new process.

It seems that at this stage, PM will have nothing to do. In fact, this is not the case. You have only now officially entered the role of manager. You need to observe how the team is functioning. With a certain amount of processes to constrain work, team members will perform their own duties and take care of their own business. When a member has a problem, there may be situations where he stands aside and does nothing. PM needs to bring everyone together as a team so that we can suffer and suffer together and prosper together. In order to commend good members and behaviors, it is necessary to recognize the team's behavior from time to time and correct bad behavior.

At this stage the PM needs to become a coach, a team coach. Discover the team's strengths and weaknesses. Find higher goals for the team and continue to improve. Keep moving towards one efficient goal after another.

In an efficient team building process, it is necessary to use directive, visionary, affinity, participation, leading and coaching styles to handle various things in the team according to the specific situation. In short, you need to deal with people with different personalities and habits. But the goal is the same, which is for the team to work together to achieve business goals.

---

---

R&D team management experience

Since
I entered the company in June 2016, I have experienced teams starting from scratch, from three R&D teams to 13 currently. The teams are divided into back-end, front-end, android, IOS, and operation and maintenance. When I first took over the team, it was a complete mess. There were no standards, no technical reserves, no backup resource reserves, not even HR, and there were all kinds of weird chaos within the company. The biggest feeling is that the company's strategy is constantly changing, and the corresponding team building is also changing accordingly. I am in charge of the technical department of the company, and I can only be considered a novice in management. Our processes are not standardized and there are many problems. I haven't written a detailed design so far. There are always problems with code backup after release, development time is always compressed, and external affairs take up more than internal working time. This is also a lesson. Let me summarize the experience below.

Team configuration:
Every technology person hopes to work with a group of talented people. However, a team full of talented people is just a dream for most people. I have thought about it countless times over the years of working in the industry, but I have never been lucky enough to encounter it. Later I gave up. Of course, a team needs great people, but great people are not everywhere. For a team of more than 10 people, 4 or 5 elites are enough. The rest should be those with some experience, less experience, or even It doesn't matter if you are an intern, this way you can form a team echelon. Team echelon is very important. Core functions must be completed by elites. It would be uneasy to let go to inexperienced people. The most important point is that when building a team, you must consider what expectations you have for the team. The product is not perfect in the first version. It only needs to be able to be promoted in the early stage, so there are one or two backbones to be the core, and two or three to do ordinary business. , as for the lower one, it can be used as half a person and do some corner work.

Team training
Team training does not necessarily mean the improvement of technical ability. Personal technical ability is important, but a group of great people together may not necessarily be able to make an awesome product. The most important thing for a team is the understanding of the product it makes. Only understanding When you get to the product, you won’t do wasted work. A great person has a deep understanding of high concurrency, but does not understand the intention of the product. If he is asked to do the project, he will definitely fail. It is not that the technology is not good, but that he does not know enough about the product. The important thing is that the project can be launched in the early stage, even if he knows that there is high concurrency. What impact will concurrency issues have on the early stages of the project? Let load balancing solve high concurrency and performance issues. If you can determine the product direction, you can determine the technical direction. The technical training direction is consistent with the product direction, and the progress is roughly the same. Don't be too ambitious. Team training requires the support of the company. First, it requires people, secondly, it takes time, and thirdly, it needs to formulate a system with rewards and punishments. However, most companies only have punishments but no rewards. Gradually, training becomes a formality and is worthless. . Team training can improve efficiency, but it does not work immediately. Product understanding can only improve team stability. If you are not serious about improving efficiency, other hard conditions will not come up. This sense of identity will disappear within a few days, which requires too much energy. Go draw cakes.

Team division
Everyone is unique. A product has a wide range of technical aspects, and everyone may be familiar with it differently. How to allocate it reasonably is very important. Our company is okay because I interviewed everyone, and I have some understanding of everyone's focus. There is a kind of person who is very suitable for small and medium-sized teams. They know a little bit about everything, but are not very good at anything or are only a little familiar with one thing. This kind of person is very suitable for the early stage of the project. For half of these people, at least in the early stage of the project, there is almost zero risk. Elites must be recruited as soon as possible in the early stage, and elites must be recruited to solve performance problems in the mid-term. Those who understand products quickly can be responsible for more businesses and give them more resources, while those who understand projects slowly can only be eliminated slowly. This is very realistic and cruel. When the product understanding is achieved, the technical level should be looked at, so that the product will be of high quality and have fewer bugs.

Team worry
The management team must have a sense of worry. In what kind of company is it easiest to manage? Companies with clear rules and regulations, no lower than average welfare benefits, and tolerant treatment of employees are easier to do, and this is the kind of company I imagined. If none of these are available, be wary, especially if decisions change or elites leave. They may cause personnel loss or even chain reactions, which is fatal for small and medium-sized teams or teams without reserve resources. Therefore, team building is very important. Of course, this requires the support of the company, and the choice is a matter of opinion.

Team Norms
Let me first talk about some of the losses I have suffered here.
The first time, because the code was managed in one place, the service was down and could not be started. Even reinstalling did not work. Later, I could only use one person's local version as the latest version. It only took two days for the internal changes to be made, and then various Regression Testing. Later I got smart, the code on the GIT server is backed up in two places.
The second time, because no code backup was done after the online version was released, the development task was still continuing. Then, various temporary changes online could not be modified immediately, and could only be modified in the next version. Later, the code was backed up every time it went online, and the backup code was used for online modifications. After submission, the backup was continued, and the code in the current development version was updated at the same time.
The third time, during the bug fixing process, there were several times when the developers were not familiar with it (the developer resigned or could no longer be pursued), and then the game started to be kicked. This kind of problem may exist in every team. When morale is low, no one is willing to fix bugs that they are not familiar with. In fact, it can be solved by carefully reading other people's code. Later, rules were formulated and similar problems were solved in the form of rewards. (requires company support)

---

---

"Seven secrets" that good managers must master

Drucker said that management is a true liberal art. On the surface, the purpose of management is the effectiveness of work, but work is performed by people, so managers have to deal with people. Managers have to face lovely but imperfect people every day, face the good and evil in human nature, human potential, strengths and weaknesses.

Any experienced manager will understand this and must grasp its essence! Today, editor Chu Liuxiang will share with you: the "seven secrets" that good managers must master, which are very important! Hope it helps with your management work.

The seven secrets are: the three-character formula for interpersonal relationships, the four career dimensions, power structure, team building, work arrangements, motivating employees, and execution .

1. The three-character secret of interpersonal relationships

Our country is a trinity relationship-oriented society based on human relationships, with human feelings as the bond, and with human ethics as the norm. At present, under the influence of foreign culture, China's interpersonal relationships have shown two changes: the weakening of hierarchical concepts; and the increasingly utilitarian nature of interpersonal interactions. Based on the understanding of the characteristics of Chinese interpersonal relationships and the grasp of the current changing trends in interpersonal relationships, editor Chu Liuxiang summarized the three-word key to handling interpersonal relationships in China: owe, hit, and condone.

2. The fourth degree of career

Attitude, altitude, precision, and speed together constitute the four professional dimensions, as shown in the figure.

Attitude, some people regard work as a means of livelihood, and they are working hard; some people regard work as a career choice, and they are working hard; some people regard work as a career pursuit, and they are working with emotion.

Height refers to a person's pattern and mind. Do not compete with superiors for fame, do not compete with subordinates for profits, and do not compete with peers for credit. Not only should we not fight, but we should also do the following: help our superiors become famous, help our peers make meritorious deeds, and help our subordinates make profits.

Precision means professionalism and competence. Do things right first, then do things well, and you will have precision.

Speed, with precision, and then using efficient methods to do things, there is speed. Whether you are adjusting yourself or influencing others, it is best to start with accuracy.

3. Power structure

Position power comes from the organization and superiors, and personal power comes from subordinates. Whether power comes from superiors or subordinates, it all depends on two words: trust. Trust comes from character, ability and consistency in words and deeds.

Especially as managers, we have two identities at the same time: managers and leaders. The basis for managers to perform their duties is position power and focus on matters. Leaders function based on personal power and focus on people.

Managers tend to operate with the bottom line, and leaders tend to lead with the top line.

4. Team building

Emotionally united, goal-aligned, and interests shared .

Promoting frank communication among team members and creating a relaxed atmosphere are the primary responsibilities of a team leader. Share the vision with team members and connect team members' personal goals with team goals. Achieve matching between people and posts (ability), matching between people (emotions), and matching between people and enterprises (values).

Through emotional cohesion, team members are encouraged to cooperate effectively and form alliances on goals. No matter how good the team is, no matter how good the relationship is, it cannot be separated from interests. Sharing interests is only the starting point of a relationship, and balancing interests is the direction of efforts. Only when interests are balanced can there be psychological balance, and only when there is psychological balance can there be satisfaction and a sense of belonging.

5. Work arrangement

To arrange work, you need to follow six basic steps, otherwise, management will be out of control, as shown in the figure.

Before arranging work, managers must also conduct six prerequisite considerations. These six premises are: appropriate, controllable, accountable, holistic, trustful, and performance appraisal.

Appropriate: It is okay to carry the burden, but not too much beyond the ability.

Controllable: If you say check but don’t check, no one will pay attention to the results.

Responsibility: Responsibilities and rights are equal, but subordinates often downplay responsibilities.

Overall: Superiors should do a good job of balancing and avoid whipping fast cows and losing fairness.

Trust: Do not interfere with the command or operation of subordinates. Trust that subordinates can do a good job.

Performance appraisal: The superior must clearly inform the subordinates what results you want.

6. Motivate employees

If you want to mobilize the enthusiasm of employees, you cannot act blindly, you must take appropriate measures.

First of all, we need to analyze under what circumstances employees are not motivated. The following four categories (target ability, work atmosphere, communication and feedback, management methods) and twelve situations are the real reasons why employees are not motivated. As shown in the picture.

Secondly, managers should take corresponding countermeasures in response to the above situations.

Third, as managers, we should also realize that we must effectively understand employee needs in order to truly motivate employees. The best motivation comes from the work itself. People only work hard and uncomplainingly on things that they highly agree with. Each man's pursuit of his own importance is a permanent motivating factor.

7. Execution ability

Team execution has three sources or three guarantees: organization, manager, and employees.

The execution of an organization depends on processes, systems and culture. The process has three functions: disorder becomes orderly, complex becomes simple, and people follow the process. If there is a process, there must be a system to match it. The system must reflect seriousness and consistency and must not be flexible. The function of culture is to build an image on the outside and gather people’s hearts on the inside.

If a manager has management methods and leadership skills, his team will definitely be able to achieve its goals. An employee's execution relies on good habits and the tools and methods he masters. Good habits are the intersection of attitudes, skills, and knowledge. Managers should always remember the nine-character motto of educating people: “Make strategies, give tools, and teach methods.”

---

---

Monkey Management Management Rules "How to Manage Subordinates"

The Monkey Law of Management refers to the attitudes of managers and subordinates when dealing with problems. The key is that the work that should have been completed by the subordinate employees themselves was handed over to the superior because of evading responsibility. If all management is handed over to the boss, obviously, the manager's own time will become very insufficient.

"Monkey" = problem

Are you a problem solver? If your subordinates admire you, you may be quite happy. But after that, he asked you for advice on almost everything. How would you feel? Do you feel like you're running out of time and start to examine whether there's something wrong with your management?

One day, one of your subordinates met you unexpectedly in the corridor of the office. The subordinate stopped and asked: "Boss, there is a problem. I have always wanted to ask you for advice on what to do." At this time, there was something on the subordinate's body. He only needed to take care of the "monkey", and then he reported the problem like this. Even though you have important things going on, you still don't want to disappoint subordinates who are eager to get things done. You listened very carefully... Slowly, one of the "monkey's" feet quietly rested on your shoulder.

You have been listening carefully and nodding from time to time. After a few minutes, you tell him that this is a very good question and you would like to hear his opinion first, and ask: "What do you think we should do?"

"Boss, I had to ask you for help just because I couldn't think of a way."

"No, you can definitely find a better way." You looked at your watch, "Well, I have something urgent right now. I will be free after four o'clock tomorrow afternoon. Then you can bring us some solutions. Let's discuss it together." Before saying goodbye, you didn't forget to add: "Didn't you just receive brainstorming training? I really can't think of anything. Find a few partners to have a brainstorming session. I'll wait for your answers tomorrow."

"Monkey" quietly took back the foot that was resting on your body and continued to rest on this subordinate's shoulder.

The next day, the subordinate came as scheduled. It can be seen from the expression on his face that he seems to be confident: "Boss, according to your instructions, we have 5 options that we think are okay. We just don't know which one is better. Now I ask you to make a decision." Even if you You can tell at a glance which one is better, so don't rush to help him decide. Otherwise, he will be dependent on you in the future, or if things don't go well, he will definitely say: "Boss, you can't blame me, I will do everything according to your opinions."

where is "monkey"

Every time the "monkey" jumps on the backs of managers and subordinates, all it has to do is jump at an inappropriate time, and then, in the blink of an eye, the subordinates disappear cleverly.

Let us again imagine that a manager is walking down the hall when his subordinate Xiao Li comes to meet him. When the two met, Xiao Li said hello: "Good morning. By the way, we have a problem. You see..." When Xiao Li continued, the manager found that this problem was different from the problems raised by all his subordinates. similarities. The two similarities are: first, the manager knows that he should be involved in solving the problem; second, the manager knows that there is currently no solution to the problem.

So, the manager said: "I'm glad you can raise this issue. I'm very busy now. Let me think about it and let you know." Then he and Xiao Li walked away.

Now let's analyze the scene that just happened. Before the two of them met, whose back was the "monkey" on? on the subordinate's back. After the two walked away, whose back was it on? Manager's. Once the "monkey" successfully jumps from the subordinate's back to the superior's back, the "subordinate-controlled time" continues until the "monkey" returns to its real owner to be cared for and raised. While accepting this "monkey", he automatically assumes the position of subordinate to his subordinate. In order to ensure that the manager will not forget this incident, the subordinate will poke her head into the manager's office and ask cheerfully: "Manager, how are you?" (This is called supervision)

Or let us imagine how the manager ended his conversation with another subordinate, Xiao Yang. As he left, he said, "Okay, give me a memo."

Let’s analyze this scenario. The "monkey" is now on the subordinate's back because the next move is his, but the "monkey" is ready to jump. Observing this "monkey", Xiao Yang dutifully wrote the memo requested by the manager and sent it to the manager. The manager read it after receiving it. Who should take action now? manager. The less quickly he takes action, the angrier the subordinate will become and the more guilty the manager will feel.

Or, imagine that when a manager meets with another subordinate, Xiao Zhang, he agrees to provide all necessary support for Zhang’s public relations proposal. At the end, the manager said, "If you need help, just let me know."

Let's do an analysis on this. Likewise, the "monkey" was originally on the subordinate's back, but for how long? Xiao Zhang realized that the manager would not know about the existence of the "monkey" until he approved her proposal. From experience, she also realized that her proposal would sit in the manager's briefcase for weeks before being processed. Who really got the "monkey"? Who needs to check with whom? Wasted time and bottlenecks occur again.

The fourth subordinate, Reed, who had just been transferred from another part of the company, would launch and manage a new business. The manager said they would meet soon to come up with a new set of goals and added, "I'll draw up an outline and discuss it with you."

Let’s analyze it too. The subordinate gets a new job and takes full responsibility, but the manager is responsible for the next steps, and until he takes any action, he has the "monkey" on his shoulders and the subordinate cannot do his or her job.

Why do the above situations happen? Because in various situations, managers and subordinates always initially consciously or unconsciously think that the problem they are considering is a common problem between them. Every time the "monkey" jumps on the backs of managers and subordinates, all it has to do is jump at an inappropriate time, and then, in the blink of an eye, the subordinates disappear cleverly. Thus, one more thing was added to the manager's pile of matters. Of course, "monkeys" can be trained
to jump at the right time, but it's easier to stop them from sitting cross-legged on the backs of two people in the first place.

who works for whom

He enjoyed a good 10 hours of sleep on Sunday night because he had a clear plan for Monday. He wants to abandon the "monkey" imposed on him by his subordinates.

Imagine if these four subordinates could think carefully about their boss, so that no more than three "monkeys" would jump on the manager's back every day. In a five-day work week, the manager gets 60 screaming monkeys—too many to handle one at a time. So he can only spend his "subordinate-restricted time" on getting "priority matters" done.

At the end of the day on Friday afternoon, the manager locked himself in his office to consider what he was facing, while his subordinates waited outside hoping to seize the last chance before the weekend to remind him to "make a decision quickly." Imagine how they whispered to each other while waiting outside the door: "It's really difficult. He can't make any decisions at all. I really don't know how someone like him who is incapable of making decisions can reach such a high level in the company."

Worst of all, the manager is unable to take any “next steps” because he spends almost all of his time dealing with what his boss and the company ask him to do. To accomplish these things, he needs free time, and when he is busy dealing with these "monkeys", he also loses free time. The manager used the intercom to tell his secretary to tell his subordinates that he could only see them on Monday morning. At 7 o'clock in the evening, he left the company, determined to return to the office the next day and use the weekend to deal with things. The next morning, when he returned to the office, he saw two pairs of people playing golf on the golf course through the window. Guess who it is?

This is just great. He now knows who really works for whom. And, he now understands, if he accomplishes what he sets out to accomplish this weekend, the morale of his subordinates will soar, thereby increasing the number of monkeys jumping on his back. So he left the office like the plague. He enjoyed a good 10 hours of sleep on Sunday night because he had a clear plan for Monday. He wants to abandon the "monkey" imposed on him by his subordinates. At the same time, he also got the same length of free time. Among them, he also needs to spend part of his free time with his subordinates to ensure that they learn the difficult but very meaningful art of management-"monkey care and feeding."

Get rid of the "monkey"

When the manager sees each subordinate leaving the office with his or her own "monkey", he feels very satisfied.

On Monday morning, the manager came to the office as late as possible. Four of his subordinates had gathered at the door of the office waiting to ask questions about the "monkey". He called them into the office one by one. The purpose of each interview is to take out a "monkey" and put it on the desk, and jointly think about what the subordinate's next move should be. Some "monkeys" may take longer, and the subordinate's next move may be difficult to decide. The manager can temporarily decide to let the "monkey" sleep on the subordinate's back overnight, and then remove the "monkey" at the agreed time the next morning. Take it back to the manager's office and continue to seek the subordinate's next course of action.

When the manager sees each subordinate leaving the office with his or her own "monkey", he feels very satisfied. In the next 24 hours, it was no longer the subordinate waiting for the manager; instead, it was the manager waiting for the subordinate. Later, as if to remind himself of his right to participate in a constructive work during the interval, the manager walked to the door of the subordinate's office, poked his head in, and asked cheerfully: "How's it going?"

When the subordinate who was carrying the "monkey" met with the manager at the agreed time the next day, the manager explained: "Any time when I help you solve this or that problem, your problem should not become my problem. Once your problem becomes my problem, you no longer have a problem. I'm not going to help someone who doesn't have a problem. After this interview, the problem should be brought out with you just as you brought it in. You can Come to me for help at any agreed-upon time and we can decide together who should take what action next.”

The manager passed his ideas to his subordinates in this way. At this moment, he suddenly realized that he no longer had to close the door, and all his "monkeys" were gone. Of course they would all come back, but only at the appointed time.

Care and Feeding of “Monkeys”

The first priority for managers is to increase their own "discretionary time" by eliminating "subordinate-controlled time."

To understand the metaphorical relationship between the "monkey" on the back and assigning tasks and exerting control, we can roughly refer to the manager's appointment schedule. The manager's appointment scheduling needs to apply the five strict rules that guide the art of "monkey care and feeding" (violation of these rules results in the loss of discretionary time).

Rule One: The "monkey" is either fed or killed. Otherwise, they would starve to death, and managers would waste a lot of valuable time performing autopsies or trying to resurrect them.

Rule 2: The number of "monkeys" must be kept below the maximum number that the manager has time to feed. Subordinates will try to find time to feed the monkeys, but no more than that. A normal monkey should not be kept for more than 5 to 15 minutes.

Rule 3: The "monkey" can only be fed at the agreed time. Managers don't have to go around looking for hungry "monkeys" to catch one and feed the other.

Rule Four: Monkeys should be fed face-to-face or over the phone, not by email. Documentation may add to the feeding routine but does not replace it.

Rule 5: The next feeding time for each "monkey" should be determined. This can be modified and agreed upon by both parties at any time, but should not be left vague. Otherwise, the "monkey" will either starve to death or end up on the manager's back.

“Control when and what you work on” is a good piece of advice on managing your time. For managers, the first task is to increase their "free time" by eliminating "subordinate-restricted time"; secondly, use this newly discovered free time to ensure that each subordinate is indeed motivated and uses it; finally, the manager uses Another part of the increased discretionary time controls “boss-restricted time” and “company-restricted time”.

All these steps will increase the manager's advantage and multiply the value of every hour he spends commanding "management time" without any theoretical limits.

When it comes to making decisions, keep these guidelines in mind:

1. When subordinates make decisions, they must learn to make decisions themselves;

2. Making decisions means taking responsibility for your own decisions. He doesn’t want to make decisions, often because subconsciously he doesn’t want to take responsibility;

3. There are generally two reasons why subordinates do not think about problems and are not used to making decisions: one is that they have "entrustment thinking" and rely on their bosses or others. Such subordinates are not useful; the other is that their bosses are used to making decisions for their subordinates or like them. Enjoying the sense of accomplishment when others take orders from you, such a boss and the team he leads will find it difficult to handle complex tasks;

4. Allowing subordinates to think of their own solutions and make decisions is to train subordinates to think independently and have the courage to take responsibility.

The conversation continues. You said excitedly: "That's great, so many good plans. Which one do you think is better in comparison?"

"I think Plan A is better."

"This is indeed a good plan, but have you ever thought about what to do if this happens?"

"Oh, that makes sense. It seems that Plan E is better."

"This plan is really good, but have you ever thought about it..."

"I understand that we should choose Plan B."

"Very good, my thoughts are the same as yours, I'll just do it according to your opinion.

"Based on your experience, you have actually known for a long time that you should choose Plan B. The purpose of not telling him directly is to win another opportunity to train your subordinates. Training is a process that is slow but fast. Training is "slow" "It's for the future to be faster.

The benefits of doing this are self-evident:

1. Interrupt the negative "dependence" neural chain of subordinates.

2. Trained subordinates’ ability to analyze problems and think comprehensively about them.

3. Give subordinates confidence and sense of accomplishment. He will feel that he actually has the ability to solve complex problems. Increasingly capable subordinates are increasingly able to take on more important tasks.

4. Stimulate subordinates’ motivation for action.

5. You will no longer have to take care of the "monkeys" of your subordinates and will have more energy to take care of your own "monkeys".

Inspiration from the Monkey Management Law

1. Everyone should take care of their own "monkey";

2. Don’t bother others to look after your “monkey”;

3. Everyone in the organization should understand which "monkeys" they should take care of and how to take good care of them;

4. Don’t try to entrust your “monkey” to the care of others. The others here may be bosses, subordinates, colleagues in other departments, or they may be the company, society, or even God, destiny, etc.;

5. Don’t have “monkeys” with no one to look after them, and don’t have “monkeys” with more than two “owners”;

6. As a boss, you should not only clearly let your subordinates know which "monkeys" he should take good care of, but also need to train subordinates how to take good care of their "monkeys".

7. "Monkey management" does not apply to all management. For example, when we start a business in the early stages, we need the entrepreneur or the entrepreneurial team to shoulder all the "monkeys". Take the initiative to help others bear the "monkey", otherwise the business will not succeed. Just like Bill Gates, he not only has to bear the "monkey" of writing software, but also the "monkey" of selling software.

8. To a certain extent, "monkey management" will make people selfish, similar to each person trying to clear the door for themselves, and will make the team lose vitality. A normal team should be rushing to carry the "monkey" on its back, rather than doing everything possible to prevent other people's "monkeys" from jumping on its own shoulders! Leaders will encourage subordinates who take the initiative to carry other people's "monkeys" on their backs. Only subordinates who are willing to take the initiative to carry other people's "monkeys" have the opportunity to become leaders, and only small leaders who are willing to take the initiative to carry other people's "monkeys" have the opportunity to become big leaders! As for subordinates or small leaders who don’t have a “monkey” to carry, please go home and sleep! Isn't it?

---

---

With these strategies, leaders are not afraid that the team will not be able to execute

1. Three basic conditions for leadership execution

1. Seven things leaders must do

• Understand the company and understand the employees
• Face reality, think big, start small
• Set goals and their priorities, review time management methods, and start after you think about it.
• Track goals and solve problems. The goal is the result we expect to achieve. We need to solve the problem rather than describe the problem.
• Reward according to merit, reward the good and punish the bad. The execution ability is reflected in the persistence of implementation, not just the pursuit of system perfection.
• Let employees grow¢ Understand themselves

2…Build an execution culture

• To build an execution culture, you must change people's thoughts and values ​​before changing their behavior - values ​​are the core of the execution culture
• Start by changing beliefs and behaviors, enrich employees’ minds with unified values, and give employees future expectations (vision motivation)
• Link remuneration with performance and establish a truly effective assessment mechanism in a timely manner
• Develop effective corporate communication. Communication is an important means of management. Without communication, there is no management.
• Leaders lead by example, are upright and do not follow orders.

3. Know people well and assign them well—use people who can execute

• What kind of person should you use, with a positive attitude and strong ability to act? Don’t pursue perfection, no one is perfect
• Find the person you need, the tallest is not necessarily the right one, the right one is the best
• Know people well and do their job well
• Talent assessment and training

2. Implementation of the “Three Lectures and Four Modernizations” methodology

Talk about balance: Find an optimal point between authorization and control, two dimensions, two tendencies.
Talk about results: What is the fundamental purpose of the enterprise? Where is the direction of planning, organizing, leading, controlling? What is assessed in employee appraisals?
Talk about crisis: take timely preventive actions

• The key to simplifying a complex process is to grasp the essence of the problem, highly summarize and condense the most important things, and temporarily put aside the minutiae to simplify
• Quantify simplistic things to achieve measurability
• Processing quantified factors focuses on order, with the purpose of classifying execution actions into priorities.
• Frame the process factors. The purpose of framing is to institutionalize the company's execution process. After forming written materials, if similar tasks are performed, they should still operate according to the established process.

---

---

Let’s talk about the technical director’s three axes

First, post a career development roadmap for technical personnel, divided into management routes and technical routes. In foreign countries, positions on the management route and technical route are divided according to IT Manager and TechLead, but in China there is actually no pure management route, and management positions must have specific technical work requirements. Today I will talk about my understanding of the functional requirements of the "Technical Director" position.

I understand that the technical director's scope of responsibilities should include technical work and management work. Management work is divided into personnel management (i.e. team management) and project management . In technical work, I think what tests more is the technical depth and breadth of a technical manager, while in managerial work, what tests more is a technical manager's ability to coordinate complex people and things.

1. Technical work

For an excellent technician, he should possess several technical abilities, including: key technical abilities, architectural design abilities, and engineering management abilities; and a technical manager should first be an excellent technician and must be able to Navigate between these three technical capabilities with ease.

First, let’s talk about key technical capabilities .

You can also understand it as overcoming technical difficulties. I have seen people in my circle of friends including Zhang Xuefeng, CTO of Ele.me, Yisu, CTO of DingTalk, coding live in front of the team to demonstrate some difficult solution scenarios. Technical managers are not required to write code, but in certain high-risk technical scenarios, technical managers must be able to personally go into battle so that they can take over when team members cannot solve the problem . Moreover, understanding the team's code situation and integrating into the team's code writing will also facilitate the control of the system architecture. In addition, as a demonstration code, managers can better establish their authority in the team.

Secondly, let’s talk about architectural design capabilities .

When we talk about architecture design, we usually mention "technical architecture" and "business architecture." Technical architecture that is divorced from business architecture will definitely not succeed . This requires technical managers to have a good understanding of the business. Moreover, architectural design does not only mean being able to draw architectural diagrams, write architectural documents, and be able to pile popular technologies onto drawings; an architectural designer who has never been on a construction site will definitely not build a good building. On the contrary, a technician who wants to write a good system without doing architectural design is either a genius or a fool. The design of the architecture should better consider operating efficiency, business scalability/scalability, sub-module management of special scenarios, etc.; if this is not done, the system will become more and more redundant as the business progresses, and what will happen in the end? "Decoupling" is a worry, and "refactoring" is often proposed in such scenarios. This is actually a harmful choice to the system and business.

Therefore, as a technical director, you must have a broad vision to organize modules and architecture to avoid painful late "reconstruction" caused by early design flaws.

Finally, let’s talk about project management capabilities.

Many people are unfamiliar with "engineering management capabilities". It would be easier for everyone to understand if I divided this into "performance", "operation and maintenance" and "efficiency" . We believe that engineering management capabilities are more related to stability and efficiency. In a small team, engineering management capabilities often have little value, but when encountering a large team, the operational stability and efficiency of the large team will become prominent issues. This mainly includes the ability of continuous optimization and the ability to use tools. And it requires more closeness to process management and business understanding, and there are more small and trivial things. I have seen many technical managers come from a development background, but after being promoted to manager positions, they have to learn about operations and maintenance. These all fall within the scope of engineering management capabilities.

2. Team management work, that is, personnel management

Many technicians hate management work. It sounds really challenging for a technician who has been dealing with machines with no temper and emotions all year round to deal with the management of people with millions of thoughts. But you have to know that the goal of management is to achieve organizational goals , and the most important thing is to set management standards, implement them, and verify the results . And these do not have to be done by managers themselves. We emphasize team building in the construction of the organization, and we can arrange for some people who are good at this to exist in the positions of "deputy director" or even "project manager" or "assistant".

I think a technical director should devote 30%-40% of his energy to team management, which mainly includes the following aspects:

First, performance appraisal

The KPI of technical personnel has always been a difficult problem through the ages, and its popularity continues unabated. The difficulty is that the quality of technicians' work is difficult to quantify and is affected too much by uncontrollable factors. I think the performance indicators given to technical staff can serve two purposes. One is to quantify quantifiable things, and the other is to encourage their enthusiasm.

The so-called quantifiable things usually refer to the quantification of time progress or the number of bugs, the number of projects, etc. However, in fact, factors that can ensure "quality" can also be modularized and quantified in modules. Of course, this requirement is relatively high. , because the so-called quality assurance module needs to be determined by the technical director and is at least advisory, rather than left to the technical staff to set up by themselves, such as setting unit test indicators, quality monitoring indicators, etc. that must be completed.

Many people will ask whether it is necessary to set business indicators in the assessment indicators of technical personnel. I think it is feasible when the business is relatively stable. It can help technical personnel better understand the goals of the large team and know what the business indicators are. The embodiment of technical value in the process can better give full play to initiative.

Second: Organizational structure design and personnel recruitment

I think organizational structure design is more related to the efficiency and ability of the team, including the addition and deletion of positions, flat structure or gradient structure, and what kind of people are placed in what positions. This is also what managers should know. A big course.

As for recruitment, I just want to say that for technical directors, focus on key positions. Recruitment for ordinary positions can be carried out by managers, but don’t underestimate recruitment. Finding people with above average abilities of the team is the foundation for a team to go far .

Third, the cultivation of ladder personnel.

I care more about this, just like I don't think that a person's growth is natural. I think that everyone's growth is affected by important people and things. The environment is very important for a person's growth, and we should try our best to create an environment for sustainable growth. include:

1. code review, I think it is necessary;
2. In the review of technical solutions within the technical team, the best learning often comes from doing the job at hand well;
3. In external studies and lectures, you are most afraid of sitting in a well and looking at the sky, and eventually being abandoned by the times. Don't hold on to your work, but imagine the future world and your position.

Fourth, cross-department communication and coordination .

For technical directors, in addition to handling matters within the department, matters outside the department also require a certain amount of coordination and communication. However, I do not recommend spending more time on external meetings and communication. More communication is to follow the project. The project leader can just follow up and provide feedback. You only need to coordinate those resources that others cannot ask for. Of course, you can ask for them. Most of the reasons are because of the help you have given others because of your prestige in the company.

3. Project management, that is, the management of things.

Many companies will set up the role of project managers, so there is no need for technical directors to worry about this. But conversely, every technical staff also plays the role of project manager. The technical director must be the largest project leader. Things related to the project will be relatively trivial, but they can be assigned according to the project leader. What the technical director needs is to designate a person in charge, interrogate the project plan and progress, and solve the problem when the project progress encounters resistance. Mainly includes these two aspects:

First, project progress

1. Project review, determine project plan;
2. Check progress, progress delay warning
3. Project acceptance and summary

Second, resource coordination

1. Personnel coordination, including support from project team members and non-staff personnel
2. Coordination of IT facilities, including hardware, software systems, etc., as well as internal and external resources within the company

A little insight

There is a saying that leadership means taking resources that others cannot get, making decisions that others cannot make, and taking on responsibilities that others cannot bear .

However, I would like to say that technical managers are even more difficult. Technical managers must first have professionalism, and then leadership. They need benevolence and kindness like doctors, rather than simple and crude factory management.

I also disagree with many people who believe that as time goes by, technical people will eventually become technical managers, otherwise there will be a "mid-life crisis". Qualitative changes cannot be achieved with the accumulation of time. There are also many technical managers around me who often lament: "I feel that I have reached the end of my career as a technical director, and I will not be able to do anything in the future." I just want to say that from the growth of technical capabilities to the growth of complex things management capabilities, to the improvement of vision and decision-making capabilities Growth, this is the ability growth process of a technical person from a programmer to a middle manager (technical director) to a senior manager (CTO) .

---

---

Team Management—Stories and Philosophy

1.The thief asks for a fight

The most important thing in employing people is to be good at discovering, exploring and utilizing the skills of your subordinates. If you employ people improperly, you will get twice the result with half the effort; if you employ people properly, you will get twice the result with half the effort.

"Huainan Zidao Yingxun" records that the Chu general Zifa loved to make friends with skilled people and recruited them into his command. There was a man with an unattractive appearance who was known as the "Magic Thief" and was also treated as a guest of honor. Once, the state of Qi invaded the state of Chu, and Zifa led his army to meet the enemy. After three battles, the Chu army was defeated three times. There are many wise men and brave generals under Zifa, but in front of the powerful Qi army, there is simply nothing they can do. At this time, the thief asked for a fight. Under the cover of night, he stole the sleeping tent of the Qi army coach back. The next day, Zifa sent an envoy to return the sleeping tent to the commander of the Qi army, and said to him: "Our soldiers who went out to collect firewood picked up your curtain and came here to return it." That night, the thief went to return it. The pillow of the Qi army coach was stolen, and Zifa sent someone to return it. On the third night, the thief even stole the hairpin from the head of Qi Jun's coach, but Zifa still sent someone to return it. When the whole Qi army heard about this, they were very frightened. The commander was horrified and said to his staff: "If we don't retreat, I'm afraid Zifa will send people to take my head." So the Qi army retreated without a fight.

Management philosophy: A team needs a variety of talents. A successful leader does not lie in how much he can do, but in whether he can clearly understand the strengths and weaknesses of each subordinate, and then send employees to do what they are suitable for at the appropriate time. Six Tips for Empowering People without Losing Power in Manager Skills Classroom If the scope of a leader’s control is too large and his tentacles extend too far, this kind of control will be difficult to control. How to achieve authorization without losing control? The following points are quite important:

The first is to evaluate risks. Before each delegation, leaders should evaluate its risks. If the possible harm greatly outweighs the possible benefits, then authorization will not be granted. If the possible problems are caused by the leader himself, he should take the initiative to correct his behavior. Of course, leaders should not walk like a woman with small feet in pursuit of balanced insurance. Generally speaking, the potential benefits of any authorization coexist and are proportional to the potential risks. The greater the risk, the greater the reward.

The second is to grant "the content of the task" and not interfere with the "specific approach". When delegating, the focus should be on the content of the work to be accomplished. There is no need to tell the method or details of how to complete the task; this can be left to the subordinates themselves.

The third is to build trust. If subordinates are unwilling to accept the job they are given, it is likely that they do not have enough trust in the leader. Therefore, leaders must eliminate the doubts and fears of their subordinates and appropriately praise their subordinates for their achievements. In addition, it is important to emphasize that caring for the growth of subordinates is a major responsibility of leaders.

The fourth is to conduct reasonable inspections. Inspection has the following functions: guidance, encouragement and control. The degree of inspection required depends on two aspects: on the one hand, the complexity of the authorized task; on the other hand, the ability of the authorized subordinates. Leaders can exercise control by evaluating their subordinates' performance, requiring subordinates to write progress reports, and conducting research and discussions with subordinates at critical moments.

The fifth is to learn to assign "hated" tasks. When assigning tasks that are boring or that people are unwilling to do, leaders should explain the nature of the work openly and honestly, and allocate heavy work fairly, but there is no need to apologize with nice words. They should make subordinates understand that work is work, not an entertainment game.

Sixth, try to reduce reverse authorization. Subordinates delegate the work they should complete to the leader, which is called reverse delegation, or reverse delegation. The reasons for reverse delegation are generally: subordinates are unwilling to take risks, are afraid of criticism, lack confidence, or the leader himself "will not reject anyone who comes." Except under special circumstances, the leader cannot allow reverse delegation. The best way to solve reverse delegation is to let your subordinates think more about the difficulties and be more detailed when discussing work. When necessary, leaders should help subordinates come up with solutions to problems.

2. The county magistrate buys food

During the Jiaxi period of the Southern Song Dynasty, mountain people in Jiangxi rebelled. As the magistrate of Wan'an County in Jizhou, Huang Bing mobilized a large number of troops to strictly guard the area. One day before dawn, the detective reported that the rebels were about to arrive. Huang Bing immediately sent a patrol officer to lead his troops to meet the enemy. The patrol officer asked: "How can the soldiers fight before they have eaten?" Huang Bing said confidently: "You can go ahead and breakfast will be delivered later." Huang Bing did not write a "blank check." He immediately took some servants, carrying bamboo baskets and wooden buckets, and shouted from door to door along the market: "The magistrate is here to buy food!" At that time, the residents in the city were making breakfast. When they heard that the magistrate personally brought people to buy food, he Quickly bring out the freshly cooked rice. Huang Bing ordered his men to pay enough for the meal, put the steaming rice into the wooden barrel, and left. In this way, the soldiers had their stomachs full and the march was not delayed, and they won a great victory. The county magistrate, Huang Bing, did not cook the food himself, nor mobilized troops to waste money and people. He just borrowed other people's people to cook his own meals. The county magistrate's move to buy food was not a clever move. It seemed ordinary and even ridiculous, but it achieved very good results. Management philosophy: A good manager does not lie in whether he can do specific things, but in his ability to motivate others to do things. A wise person will always use the strength of others to achieve success.

3. Fu Bi refused the reward

Fu Bi, a famous official in the Song Dynasty, was self-restrained and dedicated to public service. He was an upright official and had a reputation for integrity. "Song Bai Lei Chao Xing" records that when Fu Bi was appointed as the privy envoy, Song Yingzong Zhao Shu had just ascended the throne of the emperor. After Zhao Shu came to power, he used all the artifacts left by his father, Emperor Renzong, to reward important officials in the court. After all the ministers kowtowed and thanked them for receiving the reward, they all left together. However, Zhao Shu asked Fu Bi to stay alone, and in addition to the usual practice, he specially rewarded him with several artifacts. Fu Bi first kowtowed and thanked him, and then firmly refused to accept the extra reward. Zhao Shu was a little unhappy and said lightly: "These things are not worth much, there is no need for you to refuse!" Fu Bi said sincerely: "Although the things are very meager, the key is extra gifts. Ministers accept extra rewards. If you don't refuse, if the emperor does something extraordinary in the future, why should you advise him?" In the end, Fu Bi declined the reward.

Management philosophy: As a team leader, it is understandable to care about your subordinates, but you must pay attention to the method. Only when you can manage yourself well can you manage others well. Only when you are selfless can you be fearless, and only when you are fearless can you show your authority.

4. Dell Turnkey

Dell Computer is today a very important multinational company in the world. From starting his business 20 years ago to now, Dell has learned a lot of valuable management experience. When Dell started his business, he was still in college and used to go to bed late and get up late. So when the company was first established, it was very painful to have to get up early every day. And Dell is the only one with a key to the company, so every time Dell oversleeps, as soon as he gets near the company, he will see twenty or thirty people hanging around the door from a distance, waiting for him to open the door. At first, Dell rarely opened its doors before 9:30, and later, it gradually opened its doors earlier than 9:00. In the end, the company finally changed to starting work at eight o'clock, and Dell began to hand over the keys to others. What I have to hand over is not just the key to the office door. Once, while Dell was busy solving complex system problems in his office, an employee walked in and complained that his coins had been eaten by the vending machine. Dell asked him: "Why are you telling me such a thing?" The employee said: "Because you keep the key to the vending machine." At that moment, Dell knew that he should also give the key to the vending machine to others for safekeeping.

Management philosophy: Give the keys to the company to employees – Of course, it is very important to give the keys to employees, but more importantly, give them all kinds of invisible keys.

---

---

The daily life of a product director: To manage the team well, you must first "correct the three views"

1. Product team management: three positive views!

As a team manager, your attitude and behavior are often setting an example for your subordinates. Therefore, you will often find that a team will have the shadow of the manager's style. For example, if the leader is more vigorous and resolute in doing things, the team will also be criticized. I rush to speed up and speed up every day! For another example, some teams are passing on responsibilities from top to bottom. This is also a kind of inheritance. So as a manager, how can we grasp the three perspectives of the team?

1) Career outlook - establishing group career goals

The first understanding that managers have the responsibility to help the team establish is: What do we, a group of people, work hard together to do? Why do it? What can I do if I do it?

The lower-level employees often have limited access to information, and they may not truly understand the company’s vision! I don’t know the company’s strategic direction! I don’t even understand what they are trying to change every day! But leaders are different. Your sources of information are fast, plentiful and complete. You must understand the company's vision better than they do! Know the company’s strategy better than they do! Better than they understand what daily efforts have changed!

The audience always likes to formulate their understanding of the company's business into a set of overall career goals and share it with everyone in the team. Later, even people from other departments also like to come and listen.

The viewer always believes that if a group of people wants to put their hearts together, they must have a group goal that is higher than individual pursuits in order to truly achieve it! The reason why managers are in a high position is because you have enough vision and judgment. If you are allowed to manage the team, you must interpret your higher understanding of the group goals, that is, the cause, and share it with everyone on the team. , to help everyone form a unified career outlook and sense of mission from cognition to recognition, so as to better unite together to complete this career!

The career outlook can be divided into micro and macro: the former may be the launch of a new merchant membership system, which not only grades merchant users, but also plays a role in motivating and guiding, thus motivating merchants to change themselves through survival of the fittest; while the latter is based on the former. Going one step further on the basis of this, it may be that such a survival of the fittest will inevitably change the existing rules of the entire market, optimize market self-regulation, and promote the progress of the entire world business!

From the above-mentioned such a small function, there is actually a great sense of career mission and business logic behind it!

Starting from the third year of work, the viewer gradually came into contact with and understood that the ultimate form of an enterprise lies in "feeding back", taking from the people and using it for the people. What is obtained from the society must be fed back to the society. This is the embodiment of social responsibility! How to transform the work and problems faced by your team into common career goals and make progress together through a highly consistent "career outlook" depends on the manager's own interpretation and delivery of the cause!

Notice:

The viewer has seen many leaders who purely treat team members as production tools and prevent people from thinking independently! Don't touch the business! Don't care about strategy! If things continue like this, the aura and spirit of the team will be completely wiped out!

2) Work outlook - work cognition, attitude and methods

What is work perspective?

As the name suggests, how does cognitive work work correctly? How to carry out the work correctly? How to treat work correctly? That is a set of work concepts, attitudes and methods, covering a wide range of areas. The observer believes that the second thing that needs to be established and clarified is the "work outlook". As a manager, you will definitely be far better than others in the above three points!

So at work, you need to set an example and help everyone on the team learn to take control of their work, so that they understand what is right, what is wrong, and how to achieve better results!

This is the "work concept", the inheritance of a work methodology!

This category involves a wide range of things, and many people tend to confuse it with the “career view.” The viewer uses a case to illustrate:

a. Question: The operation plan is not good. Does the product need to raise questions or talk less and avoid causing trouble?

Answer: The correct way to work is to tactfully give suggestions based on your own expertise, not to be arrogant or timid, and to take the career outlook as the main premise. While making suggestions, let the operation understand that your goals are the same. The core is to let Everyone’s efforts will be better rewarded!

b. Question: When encountering an urgent problem, do you blame each other or just deal with the problem?

Answer: The former is wrong, and the latter is both right and wrong. The correct way to work is to solve the problem quickly first, and at the same time hold people accountable afterwards. The team must understand that the purpose of holding people accountable is not to punish, but to find out the problem and avoid it next time. Happen again!

c. Question: Let the product draw its own prototype without interaction?

Answer: The core problem is that the position of interaction does not need to be available, but interaction must be done! Interpretation of work responsibilities and understanding of work matters are also part of the work outlook. The core value of interaction lies in unifying and standardizing the experience, rather than drawing prototypes at the execution level!

d. Question: I have sent the email to the collaboration department, do I just have to wait for the result?

Answer: Of course not. In terms of work compliance, sending the email is just the beginning of the process. The core is that the problem is solved and handled. Timely follow-up is a very important working method and attitude!

e. Question: Can I learn technology during working hours and write it into my work diary?

Answer: no! Unless your superiors have explicitly arranged to research a certain type of technology, don't be stupid. The company is buying you with complete skills and your output. The company is not paying for your learning and growth process!

I believe that through the above questions, everyone has a certain understanding of the points covered by the work outlook. When leading a team, the interviewer will often help the children establish a correct work outlook through the breakdown of some specific tasks and the sharing of some experiences. , to tell them how to carry out and treat work more correctly. For example, if the child below fails to follow up on issues in time, the viewer will help him organize his work flow; for example, if the child below is afraid of taking responsibility, the viewer will help him correct his work attitude!

Notice:

If the leader's own work concept is not sound, then the team must be out of alignment!

If you want to improve your work outlook, you have to start from many aspects, such as: understanding the division of labor and organizational structure of the product team, understanding the internal and external collaboration compliance process, understanding the work accountability mechanism, etc. I believe that the internal training of traditional large enterprises has already put how That’s a lot to say about doing your job correctly!

3) Values ​​- the embodiment of personal values

If "career outlook" and "work outlook" are more related to the company, then the third point of "values" is more descriptive: how to help everyone in the team establish a perception - that is, I am here , the company and career are getting better and better, what have I gained?

When leading a team, I often encounter many children who lack self-pursuit and goals. This is actually a reflection of the lack of clear "values"!

If you want to lead a team well, in addition to giving them more ambitious goals (career outlook) and tools to achieve their goals (work outlook), you also need to "feed the horses", that is, assign them values. The value here is to help team members, based on Based on the first two views, what are your demands? And combine it with the team goals, bundling the corporate interests with the team interests and personal interests, so that everyone will have the motivation and pursuit to complete the group goals together!

As a manager, you must learn to analyze the situation of each team member, interpret their core and secondary demands, and find a clear path for them, that is, how to achieve these demands within the team and career goals, so that everyone can Working in this team is meaningful, proactive, enjoyable and satisfying for individuals!

For example: for newly graduated interns, the most common demands are - work (retention) and growth (learning), so how can we help them clarify this goal and tell them with facts that they can achieve it by working hard in this team? This request? This is establishing "values", which is what good managers need to achieve!

Only by embodying the values ​​of everyone in the team can we have the opportunity to guide them to think: My work in this team is valuable, and what I gain after working hard is valuable and what I need. Only in this way can I further identify with the team and Group career goals! (Vernacular: Give people a real reason why they are working so hard like you. Career is too lofty and lofty. It is a spiritual need, but it cannot solve short-term needs!!!)

Summary: A team that adheres to the above three outlooks will be no different no matter what they do. These three outlooks are complementary to each other to a certain extent. If you want to manage the team well, please be sure to have the three outlooks correct first! ! !

Finally, give me a complete deception process: set a big goal for someone, tell him what he can get by following the big goal, and finally tell him how to achieve the big goal!

2.Team management tips

The viewer has been working on products for more than seven years and has worked in companies of various sizes and types. He was very lucky. In the fourth year, he started to be exposed to team management. In the sixth year, he began to experience building a team from scratch.

In fact, each company has different definitions and divisions of responsibilities for product leaders, but companies where the observer is present will basically integrate UI and UE into the product system for unified management, and the number of people generally ranges from 20 to 30. Today, at your request, I would like to share some tips:

• "The progress will not be delayed, the project will not be destroyed, and complaints will not come in" - these are the three requirements emphatically put forward by the host and the team owner. On this basis, the host generally only takes responsibility, coordinates resources, provides professional guidance, and leads To solve difficult problems, give the team full space to play freely. The best love is to let go of your hands!
• "Learn to save face for your subordinates" - When the team is big, there will be all kinds of people. It is inevitable that there will be people who want to make trouble, there will also be people who are eager for quick success, and there will even be people who cause internal conflicts. The viewer generally will not save face on the spot, more The most important thing is to get over this gust of wind and talk to someone privately and heart-to-heart. Everyone comes out to hang out. Face is very important. If you insult others today, they may insult you tomorrow!
• "If it's a pest, get rid of it as soon as possible" - Other women's benevolence is to hope that pests will change. There must be many reasons for the emergence of pests. The risk of transformation is too high. If you have the energy to transform a pest, it is better to change its blood quickly and use thunder. This trend should serve as a warning to others, remember: if you continue to stop, you will be disturbed by it!

---

---

5 stages of project management

Project management is a practical knowledge and an art of upward and downward management. Only through continuous practice and practice can we truly grasp the essence of project management and no longer talk about it on paper.

There is a joke on the Internet that says: "If you like a person, let him be a project manager, because the project may make him perform well; if you hate a person, let him be a project manager, because nine times out of ten he will Ruined by failed projects.

"Although it's a bit exaggerated, there are indeed many ups and downs on the road to project management: the boss slaps the deadline and adjusts the project plan at will. As a project manager, what else can you do except accept it; you use your best efforts and work overtime until you are tired. Silly, the road to project management is still bumpy; the project was finally launched on time, but it offended a bunch of stakeholders...

You are not alone in encountering countless pitfalls. Xuzhou, the senior project manager of Echang Interactive Entertainment, also struggled all the way. He condensed his experience of upgrading and fighting monsters into five stages of project management, and summarized many practical tips. method.

Let’s take a look at his sharing~

1. Prehistoric project management stage

"Prehistoric" refers to a state of chaos and ignorance. At the beginning of project management, people are really confused, confused, and at a loss. I thought it was just about managing a project, setting a project plan and executing it according to the plan, so easy.

But the reality is cruel. Let’s first look at a conversation, excerpted from “This is the Way You Have to Do Projects” (written by Guo Zhixing, People’s Posts and Telecommunications Publishing House):

Leader: Xiaoma, how long do you think this project will take to complete?
Me: About 80 days, Mr. Zhao.
Leader: Don’t talk to me about “left or right”! To be precise, how many days?
Me: Then let’s take 80 days. Leader: 80 days is too long, I’ll give you 50 days.
Me: 50 days is too short, Mr. Zhao.
Leader: Just 60 days then. Stop haggling. This is not a vegetable market. That’s it.
Me: Okay.

After reading this conversation, the most intuitive feeling is "slap on the head".

This kind of project plan with "innate flaws" may not even know whether it can effectively control the progress during the execution process.

For the first PH project I was responsible for, the project plan underwent four major adjustments within half a year. And every adjustment is based on... "Just so many days."

Thinking about it now, with this kind of momentum and this chaotic and ignorant state at that time, even if the power of the ancient times was used, the project was still bumpy. It turns out that I have no idea what project management is.

It is precisely because of this that a series of problems have arisen, including:

When will the planning requirements be output?
Are the requirements clear and what are their priorities?
Art resource description time node output, is there an expected time?
Can it match the development progress?
Is the development understanding of the requirements OK, and is the time estimate given reliable?
Are there any changes in requirements, and what impact will they have on the entire project plan?
What are the foreseeable and unpredictable risks during the project, and how to deal with them?
After the system development work is completed, how to conduct acceptance and ensure the quality?

These, those... make myself overwhelmed!

When I don’t understand what project management is, I don’t know how to implement and monitor the project. I just work overtime stupidly and tire myself to death. The progress of the project has not really progressed effectively. After three months of exploration, I finally had some ideas of my own.

2. Ice-breaking operation management stage

At this stage, I continued to learn the "moves", and with the attitude of giving it a try, I purchased a Chinese comic project management book. For a novice like me, there are many "moves" in it that are more or less useful. That stage of ignorance plays a very important role in carrying on. for example:

1. PM (Project Management) must learn to think about problems from a "business" perspective, not just technical implementation. This allows me to no longer pursue the details of technical implementation, but to care more about business implementation and be oriented towards business goals.
2. Milestone nodes are more important than acceptance nodes. It turns out that as a PM, you need to keep a close eye on the process. Only when the process is effectively guaranteed can the final result be ensured. This gave me a direction to follow up on the project, and I was not as blind and confused as before.
3. When it comes to product requirements, they must be confirmed before they can be implemented; when making project plans, we no longer just slap our heads on the head, but have a systematic plan, evaluate and confirm with team members, and synchronize it with the main stakeholders in the form of milestones Confirm, reach consensus, and implement. This makes the execution of the project plan goal-oriented, traceable and binding.
4. Reporting work will begin, and a summary review of each iteration will begin. Reports and summaries give me a little bit of leverage, but I still don’t know how to work hard.

After studying this book, my biggest feeling is:

1. Projects are result-oriented based on process control.
2. PM is a driving force.

On the other hand, the "moves" are just random punches to kill the old master, and there is still no trace of the success of the project.

Therefore, I began to systematically study the "PMBOK® Guide" (Project Management System of Knowledge). After studying PMBOK, it is very important to understand the unified language of project management. This is one of the biggest gains in the management stage of icebreaking operations.

Another problem is that when we learn knowledge, the problems we understand are idealized, but when we actually participate in the project, we must pay attention to people, consider the current environment, the background of the project, and what each team member is concerned about. What, what are the project goals? Who is involved with the project? How do they think? What is my own place?

PMBOK Guide, 6th Edition, defines PM as: "A project manager is a person appointed by the project execution organization to lead the project team to achieve project goals and promote the project to create value for the organization." But I think this definition should be: "A project manager is a person appointed by the project execution organization to guide and assist the project team to achieve the project goals and promote the project to create value for the organization." It’s just a word difference, but it requires a big change in the way of thinking.

When learning PMBOK, we ideally think that project team members will listen to us, but in actual projects, what we need to face is, why should they listen to me?

Therefore, at this time, we must think about how to manage a project as a PM under a weak matrix and micro power. A change in the way of thinking should be another gain from the management phase of icebreaking operations.

Just one month after the end of the first project, I was fully responsible for a JQ project. After understanding the background and situation of the project, I felt that the opportunity for me to show my talents had come.

1. Instead of starting work directly after receiving the project task, I spent a lot of time studying the background of the project and the main problems currently existing in the project (bugs are emerging one after another and cannot be converged; the crash rate is as high as 50%; the experience effect is poor);
2. Communicate with the main stakeholders to clarify the short-term and long-term goals of the project (short-term goal: complete the version transformation within one month and start app testing; long-term goal: polish the quality and achieve a five-star chess and card product)
3. According to the short-term goals, use the timetable to grasp the seven inches of the project (key milestones, each team outputs according to plan)
4. Clarify the responsibilities of team members, split the project system, and divide the responsible persons of each system module (each performs their own duties)
5. Assess the main risks and implement them into the project plan (do a good job in risk management and control)
6. Sort out team processes and execute them according to processes and rules (self-operation)
7. Then be goal-oriented and problem-driven to improve team execution (strengthen process control)
8. Promote multiple communication, flat management, and accelerate decision-making (strengthen multi-dimensional communication)

It's just 7 moves and 8 styles. Isn't it more impressive than at the beginning? The short-term goal was achieved as scheduled with the joint efforts of the team, but we did not expect that there would be a series of difficulties waiting for us later.

1. Falling into a blind spot of ignoring goals, without further consideration and analysis of long-term goals. Regarding this point, it was only during the later review and summary that I realized that the goals of the project will change with time. As a PM, you need to know and grasp the project goals at each stage, so as to be more conducive to controlling the project.
2. Underestimating the quality risk of the version and just pursuing speed.
3. Not thinking about the project from a business perspective. When a project goes online, it is not just the version itself, but also many peripherals, infrastructure, TDR process, PR process, etc.
4. I think that if I have a process, I can manage the project well. The process serves the purpose of efficiency and must be continuously and optimally updated during the project process.
5. Report good news but not bad news. Most of the problems in the project are filtered out, the objective situation is not fed back to the management in a timely manner, and the support of the project from the main stakeholders is not obtained.

In this way, the official public beta (online) of the JQ project has brought great risks. Don’t rush for success in the project management process. Learning PMP is the starting point, not the end. Read more and communicate more so that you no longer sit back and watch the sky.

3. Enlightenment entry management stage

Based on the summary of the previous project, when I took on a new project, I began to think about the relationship between the iron triangle.

When defining the goals of a project, the four dimensions of time, cost, scope, and quality are indispensable. And when we receive a project from the leadership, we can often only identify one or two of them. This reflects the value of PM - acceleration. That is, how to achieve project goals as quickly, efficiently and cost-effectively as possible.

On the other hand, this iron triangle is actually a restrictive relationship. In other words, how fast, easy and economical is actually a balance in a certain sense. This is also another value of PM that I understand - balance.

Time and cost determine efficiency and are short-term goals; scope and quality determine effects and are long-term goals. The long-term goal is greater than the short-term goal, that is, for the project, the effect is greater than the efficiency, but efficiency and effect also need to maintain a certain sense of balance.

It has been verified many times in other projects that I led later. We cannot blindly pursue efficiency and ignore effects. This will cause major risks in the early and later stages of the project. For example, a system function has not yet reached the experience standard, and Start developing a new system; we cannot blindly pursue effects and ignore efficiency, which will lead to slow progress of the project, and may even lead to the silent spread of the project scope, leading to endless ineffective overtime.

Although you have learned PMBOK, you still have to practice, practice, practice again, and constantly apply the theoretical knowledge and methodology you have learned to the practical process, so that you can move from quantitative change to qualitative change, and complete the transformation from thinking to behavior.

In the process management of the project, we need to be a pessimistic activist. We no longer only report the good news but not the bad news, but integrate the project information more objectively and effectively, synchronize it with the main project stakeholders, and make the information transparent. .

Based on my project experience, I summarized the three steps of project management in the introductory stage and share them with you:

Step 1: Clear goals

Project goals are implemented throughout the entire project life cycle. Quickly clarify the goal, divided into four small steps:
(1) Clarify the plan
. When taking over a project, do not rush to make a plan immediately, but clarify the plan. Communicate clearly with leaders and chief planners, understand the leaders’ intentions and real expectations, and communicate with chief planners and key stakeholders to align with the overall plan of the project.
(2) Decompose the goals.
The goals determined may be macroscopic and general. At this time, in order to carry out project work in an organized manner, the goals must be correctly broken down into work arrangements. What I usually use is to develop milestone plans from the beginning to the end; detailed plans for parallel and serial designs, etc.
(3) Inventory of resources
After the overall plan is released, the human resources situation needs to be further determined and whether there are any problems with human resources. That is, after decomposing this goal, whether the team has the ability to achieve it.
(4) Reach a consensus.
After these tasks are prepared, the project kick-off meeting will be held, the project goals will be synchronized with the team, and a team agreement will be reached.

The second step: setting up the environment

Building an environment refers to building a good controlled environment based on the characteristics of the project.
(1) Establish rules
to enable the newly formed team to maintain a unified rhythm and quickly pass the running-in period. Including daily morning meetings, bi-weekly meetings, project information visualization, problem feedback mechanism and version experience rules.
(2) Clarify responsibilities.
According to the system modules and functions, the respective responsibilities are quickly divided through the RACI matrix, so that team members can quickly find their positions and roles in the project, and avoid chaotic communication that leads to various situations in the project.
(3) Unify goals:
Synchronize daily and weekly goals so that team members are clear and understand their goals. Key milestone nodes need to be confirmed to ensure the accuracy of the acceptance node.
(4) The overall process and tools
include establishing and gradually improving the R&D process suitable for the team; agile and rapid iteration, and a demand change process that embraces changes; and strict specifications and the full use of project management tools, which can not only make the work status transparent, but also communicate through clear Status drives the team to operate autonomously.

By building a good controlled environment, PM can not only better track and control the project, ensure the progress of the project, and ensure the accuracy of the process, but also release more energy to improve the team's management capabilities and ensure the team's cohesion and synergy.

Step 3: Predict the future

Predicting the future means predicting the possible risks of the project and doing a good job in risk management. This is also the top priority in project management in my opinion.

1. Conscious: It means that PM must be aware of risks and cannot think that everything will be fine if the project plan is done well;
2. Look for patterns: From decomposing goals and formulating plans, look for dependencies and predict risks; learn from problems that have occurred in other projects to predict whether problems are likely to occur;
3. Think about balance: Focus on the balance of the iron triangle. If there is any emphasis on any aspect, such as scope creep, it will inevitably lead to risks in terms of manpower and time;
4. Determining mechanism: After predicting the risks, formulate a response plan to solve the risks. Establish a regular reporting mechanism with management to synchronize problem resolution and leverage efforts.

4. Scientific project management stage

The essence of project management is to manage yourself and influence others. Management is a scientific way to control goals and sort out people's hearts.

The stage of scientific project management that I understand may be more clear by borrowing the PMI talent triangle, that is, being able to use project-based processes and thinking to guide work, and having good leadership allows project managers to integrate resources in multiple aspects and lead the team. , reaching the stage of "smart work".

The scientific project management stage should fully understand and master project management technology, and be able to use project management technology better at any stage to achieve project goals.

At the same time, having good management and leadership skills not only satisfies team members, but more importantly, leaders and key stakeholders.

In the scientific project management stage, in addition to being able to skillfully use various management tools, techniques, and templates to form a set of own project management routines, you must also be able to continuously measure and improve during the project process.

5. Unity of knowledge and action

Management Stage Wang Yangming, a famous thinker in the Ming Dynasty, once said: Knowing but not doing is just unknown.

Project management is a practical knowledge and an art of upward and downward management. Only through continuous practice and practice can we truly grasp the essence of project management and no longer talk about it on paper.

---

---

Five major processes and nine major knowledge of project management

---

---

Project management nine knowledge points input and output

four key values

PV (Planned Value): The total value of the cost estimate portion;

AC (actual cost): the total cost completed within the specified time;

EV (earned value) is the budgeted value of the actual work completed, that is, the amount of money that should be invested to complete the work up to a certain point.

ETC (cost estimate of remaining work) ETC = total PV — EV completed;

ETC=PV of remaining work×CPI

Most commonly used scales:

CV (cost deviation): CV=EV-AC CV>0 (cost savings) CV<0 (cost overrun)

SV (schedule deviation): SV=EV-PV SV>0 (over schedule) SV<0 (behind schedule)

CPI (cost performance index): CPI=EV/AC CPI>1.0 (cost savings) CPI<1.0 (cost overrun)

SPI (schedule performance index): SPI=EV/PV SPI>1.0 (schedule ahead) SPI<1.0 (schedule lagging)

Prevention (taking errors out of the process) and Checking (taking errors out before they reach the customer)

Attribute sampling (results pass or fail) and variable sampling (results measured on a continuous scale that measures conformity).

Special causes (abnormal events) and random causes (normal process deviations).

Allowable error (if the result falls within the range defined by the error margin, then the result is acceptable) and control limits (if the result falls within the control limit, then the project is under control).

Communication within the team

1. Prepare in advance 2. Confirm needs 3. Explain opinions 4. Handle objections 5. Reach an agreement 6. Implement together

Grasp the basic principles of project communication

1. There is a distinction between internal and external communication 2. Informal communication is conducive to harmonious relationships 3. Use a communication style acceptable to the other party 4. Communication escalation principle (communicate with the other party; communicate with the other party’s superior; communicate with one’s own superior; one’s own superior and the other party’s superior communicate)

Conflict resolution and handling (find out the specific causes of the conflict, the principle of fairness, choose a handling strategy, and try to adopt the win-win principle)

Conflict management and prevention (1. Resolve disputes personally; 2. Encourage frank expression of emotions; 3. Establish norms, job modeling and persuasion; 4. Leverage awareness of conflict; 5. Suppress and control potential conflicts)

---

---

Ten knowledge areas and 47 processes of project management

---

---