Project management salon Fourth Meeting Minutes-mode "fast! Catch up with "and" dead fish"

Project management salon Fourth Meeting Minutes-mode "fast! Catch up with "and" dead fish"

Today's party discussed two models: "quick! Catch up with "and" dead fish "and you can see the contents of both modes in the http://book.51cto.com/art/201101/244195.htm.

Mode "fast! "Catch Up" is a positive mode, that is, a good mode. In this model, we talk about two extreme situations: a "strong team" that is actively moving forward and a "weak team" that is dragging on ". Participants are very touched by the characteristics of a strong team. Some participants in the EAC think that the early EAC team is a typical strong team. At that time, before the EAC team went to Beijing, everyone did not know what the customer's requirements were. However, during the close development period in Beijing, A short and efficient iteration cycle of "customer communication-analysis-implementation-customer verification" is formed, while each person in the team is very clear about their tasks and has few detours, even if some detours are taken, they can be corrected in a very short time. During this period of time, EAC was deeply impressed and recalled by each participant.

Some people will ask which of the leaders and teams contribute a lot if you talk about the contribution of EAC during this period. Some people think it may reach, because don't forget that this team is composed of the company's R & D elites, and this level of team can work well even if it is not managed. Other participants thought that the organizer would be more important. As a promoter of an organization, the key was to first move up. When the entire team formed a rhythm, everything would become faster. When "Team capabilities", "leader confidence", and "Customer Satisfaction" form a positive feedback loop, the team naturally gets better.

A clear goal is an important factor in the strong team ability (or even the most critical factor). In a clear goal, the importance of team leadership is undoubtedly the greatest. On how to define the scope of the target, some participants proposed the method learned from Microsoft, that is, to define the scope, first define "nothing", and then determine "what to do ". In our previous salons, we often mentioned that "customers don't know what they want, but they know what they don't want." From this perspective, we can easily infer that, determine the rationality of "Do not do anything" first. For example, the goal of today's salon is not to talk about design or demand analysis. Even if you do not continue, you may feel that this goal is clearer than before.

Both models belong to the extreme circumstances of the team and are difficult to meet in practice. Most teams are in a status between the two. The topic naturally changes to how to balance and manage the weak members in team management. Someone recalled the "strong personality" member he met in his early project management career and finally found a chance to "send" the Member to other departments. In addition, some people have also said that a self-defeating member leaves because he does not adapt to the agile development atmosphere. At this time, someone reminds everyone that PM must pay attention to communication in these two cases, because no matter which team member has his own demands and reasons, only after fully understanding the demands and causes of the other party can we take targeted measures. However, some people may remind you that, as a PM, it is also subject to resource constraints (especially time), and he may not have time to communicate slowly and help the later students improve their abilities, asking such people out of the project team may also be the best option.

However, we all agree that the team adopting agile management methods is much better than the team using traditional management methods in terms of team atmosphere and member Competence Training.

The "dead fish" mode is an anti-pattern, which describes another form of team similar to "Death marching. Compared with the previous model, they share a common feature: "Project Manager". As long as the project manager tries his best, both "weak team" and "dead fish team" can be mitigated or even avoided. On how to prevent the occurrence of the dead fish team, the participants quickly reached an agreement that "Transparency", whether for senior managers or customers, maintaining a certain degree of transparency is conducive to their full understanding of the project status. Of course, it would be better if the project is working with agile management methods. After the first iteration, we can get the data on work efficiency and get the time after dividing the total amount of work. As long as the customer is rational, seeing the data will persuade the customer. The next step is to cut down some problems in the triangular relationship "function-quality-time.

But what should we do with the special "gift" project in China? This is a new question raised by someone. If you are a project manager who builds a high-speed railway, the customer requests to run the railway on a special day. How can you ensure that there is no accident? The result of the discussion is that the "Transparency" principle is still effective. After all, everyone wants the project to develop in a good direction. This is not the case. After a big deal is opened, the whole road is blocked. Only one car is opened on the road each time.

In addition, some people give an example of the ZS project to describe whether the customer cares about the project or not. Afterwards, we thought this was a force majeure event. However, I personally think there is still room for further discussion on this topic.

Finally, I would like to summarize the effect of the models discussed in order of books in this salon. The next time, I have to answer questions carefully.