Project manager: How to complete the project with good quality and quantity?

In order to successfully complete the project, everyone involved in the project should pay attention to it, and the common method is to take risks. At the beginning of the project, if the project can't get the attention of the company's top management, it will become very difficult or even impossible in the implementation process, such as personnel can't be guaranteed, rewards can't be guaranteed and so on. So how do you get high-level attention? It is not the leadership's attention. The common practice is to write the project objectives into the KPI of senior managers, and the bonus of senior managers is directly linked to the project, so that the KPI of the project is decomposed from top to bottom and the risk is reduced.

Second, Shu

The new official took office with three fires, which burned down the prestige of the project manager.

1. Formal appointment required:

? After the project is started, the company or technology research and development department needs to formally send a document to tell the whole company what the project is, who the project manager is, and clarify the responsibilities and rights of the project manager, the project output target, and even the start time and end time.

? Before the project manager carries out the specific project management work, the company must "publish" the project documents in the form of official documents, which is the emphasis on the project and the best opportunity for the project manager to establish military prestige.

? If the company does not issue a document or give a private oral notice, the project manager can ask the company to formally issue a document and formally appoint the project manager, so as not to be detrimental to the follow-up work.

2、? Define the responsibilities and powers of the project manager.

? I believe that when many enterprises do organizational structure, the HR department will sort out the job descriptions of each position in the company, so the responsibilities of the project manager must be clearly written, and the reference to the post responsibility documents will be emphasized in the project documents. If your company does not define the responsibilities of the project manager, it needs to be defined before the project is established.

As the soul of the project, the project manager is directly responsible for the results of the project. In order to achieve the project objectives, it is necessary to effectively advance the project schedule and control the project risks.

At the same time, the project manager should be given corresponding powers, mainly including:

The power of project team building and resource scheduling management;

Evaluate the rights of the project team;

The right to formulate and implement the reward and punishment system of the project team, including the right to distribute the project bonus.

Third, the goal, the project goal is decomposed in stages.

Set different milestones and task targets according to time nodes.

Things that many people find difficult become clear and simple after they are decomposed one by one according to the implementation steps. Phasing projects is also an important idea of agile development. The project manager should not only pay attention to the start and end of the project, but also control the progress and quality of each stage, which is also an important part of improving team efficiency and sense of accomplishment.

Milestones need to include three aspects: output time, objectives and test indicators. In principle, the milestone goal is decided by the project manager, and the subsequent changes are also decided by the project manager. However, in actual implementation, the project manager needs to output the results according to the milestones as much as possible, and can't change them at will, otherwise it is very likely to affect the output of the whole project.

As for the granularity of milestone output, from the author's experience, there should be neither too many nor too few milestones in a project. Usually, it is more appropriate to divide the project into two or four milestones. The results of each milestone should have the ability to output and need to be tested and explained clearly. The output of each milestone should be online, or it should be a separate module. Whether it needs to be output can be decided by the project manager, technical director and product manager.

Fourth, team building.

1, selection of core talents

? The larger the project scale, the wider the coverage and the more complicated the composition of the project team members.

? According to the routine composition of software project personnel, it is necessary to complete the selection of four core roles: product manager, architect, core developer and test team leader, and then select senior managers.

? In different companies, the core role of the project may be different. It doesn't matter. It can be determined according to your own situation. The key point is to define the core roles of the project team and the selection of corresponding personnel.

2. Personnel requirements

? Special person of special project: as a core member of the project, try to be there from the beginning to the end of the project, and don't distract yourself with other projects. Other people, such as UI, can appear when needed.

Skill requirements: At the demand review meeting, the responsible persons of each end should put forward the technical difficulties and points involved in the project, dig out the pits that will exist in the project according to the past experience, how to avoid them, and select suitable talents according to different technical points and difficulty levels.

Fifth, establish rules.

1, with clear rewards and punishments.

It is essential to formulate KPI index and reward and punishment system for each role in the project. As the most direct reward, bonus can also stimulate the potential of members, but the amount of bonus can not be too little or too much. Too many, no job or low enthusiasm without bonus, but the punishment system for unfinished or delayed tasks should also be clear.

2. Attendance system

Clarify the working hours of relevant personnel during the project implementation. If you are in a hurry, you can arrange overtime properly and hold a project progress meeting every day or in stages, but when you can't have a meeting or can't find someone to understand the progress, you can't find anyone.

3. Mission report

Most developers don't like to write daily newspapers, but periodic task reports are still very important. The project manager needs to know the time, format and content of the task report.

4. Rich reward

? In view of the fast progress, high quality or high technology in the project, some rewards should be given, and you should be informed of the bonus or other projects in advance.

Risk prevention of intransitive verbs

? 1, time risk

Many times, especially in the research and development stage of new projects, more and more requirements will be found, or a requirement is not so simple in the implementation stage, which leads to insufficient development time for pre-evaluation. This requires the project manager to explore the requirements as deeply as possible when docking with customers, and try to ensure that customers will not change the requirements at will during the development stage.

? 2. Personnel risks:

Personnel turnover risk: Assess whether there is turnover risk in the project implementation stage, and if there is turnover risk, whether there is replacement.

Technical level risk: evaluate the technical ability of each end personnel, whether there will be incompetent, and if so, whether there are assistants.

Die-hard risk: If you can influence a few people in the project team to make them attach great importance to your project, and doing a good job will not lead to other serious consequences, then they may influence the whole project team members, and then the project can be implemented more effectively. On the other hand, if several diehard members of the project team are uncooperative and feel that "this project is nothing", they will leave themselves a lot of free time when making the project plan. Then, others will follow suit, which will extend the project cycle.

? 4. Target risk

At present, agile development is advocated, and embracing demand is one of the principles. Requirements changes occur from time to time during the project implementation, even after the project delivery. This kind of risk is the most difficult to prevent, because it is often caused by customers, bosses or sudden changes in the market. In view of these uncontrollable risks, I think it is necessary to control them from two aspects:

Close the project as soon as possible, and then re-establish the project according to the new goals.

To ensure the effectiveness of milestone output, at least to ensure that the project has certain results, and to make timely precipitation in some technologies, these can basically be reused to minimize losses.

VII. Results

? 1. Phased results and outputs of the project

The phased output results are for the quality and progress of the whole project, so it is necessary to ensure the output time and quality of each stage, strictly follow the KPI, and hold a meeting after each stage to summarize the problems encountered and how to carry out the next stage of work efficiently.

? 2. Improvement of members' ability

The end of every project is not as simple as delivering it to customers. All stakeholders in the project should improve their experience or ability. Don't be stingy with the summary after project delivery. In future projects, we will continue to cooperate and try our best to improve our ability.

? 3. Project summary, advantages and disadvantages summary and digestion.

The core functions or logic of many projects can be used for reference. After a project is completed, it is necessary to communicate problems and highlights with other project managers and technical leaders to avoid stepping on the pit.