Several project management issues and discussions

Case 1: There are four developers in charge of a project in a company. The project team has been working overtime for three consecutive months due to the tight schedule required by the users. What should I do as a project manager so that the project team can be adjusted and there is no problem in project implementation?
Internal team:
1) Adjust the phase plan, redefine the milestones, and relieve pressure on everyone;
2) Pay more attention to the pace of work during daily work: no matter how tight your work is, after lunch/after dinner, you can go through a one-hour team activity (walk/chat/sports activity ), to let everyone unload their burdens;
For company leaders:
1) ask the company's leaders to experience the work and life of the project members on a periodic basis, and encourage the project team members to unite;
2) ask the company's upper-level personnel to communicate with the customer to extend or postpone some non-critical demands;
3) request to add new resources as needed;
Target customers:
1) sincerely explain the current difficulties and problems of the project team, and strive for customers' understanding and sympathy to win more time;
2) explain the advantages and disadvantages to the customer. If the project team is too tight and the interests of both parties are ultimately damaged, ask the customer to face the problem with us;
3) Ask market personnel to help communicate with customers from the business perspective.

Case 2: The company has dug a "master" from other places with a high salary. The company has a very high level of technology and has unique advantages. However, when I came to the project team, I found that this person had a bad mentality, self-righteousness, and fingers. Everything had to be listened to. However, due to his technology, I had to endure it because this "master" is really indispensable, there is no future without his project. However, this has affected the morale of the entire project member. What should the project manager do?
1) carefully understand the background of "experts", master their character characteristics and weaknesses, and find out the root cause of "incorrect mentality;
2) if "master" is a matter of character, he is proud and not good at cooperating with others:

A. Arrange work tasks so that he can summarize and summarize his outstanding technologies and provide centralized training to the project team;

B. Adopt the "Pair programming" method to clarify that his task is to quickly develop personnel responsible for this aspect;

C. communicate with him separately and ask him to pay attention to improving team collaboration (usually useless). If it cannot be improved, he is allocating tasks to him as much as possible, all communications with him are conducted through the project manager;

D. If other members master the technology, the team morale will be affected and they will be invited out of the project team;

3) If "master" is caused by objective reasons such as some work arrangements:

A. Communicate in good faith, strive for mutual understanding, and become friends;

B. Provide logistics services and work support for him, so that he can focus on technical issues;

C. assign some management responsibilities to him to maximize his subjective initiative.

Case 3: The project is a pre-developed project. The project team has spent more than a year working hard to finally develop a trial version. However, due to market progress, products cannot be well applied and promoted, project Members are very frustrated. What should I do as a project manager?
The opinions on this issue are not uniform:

1) negative practice: the project team should be disbanded and no more work should be done;

2) positive practices:

1. Communicate with market personnel to find out whether the product is mainly caused by the product itself and what are the main influencing factors of the product itself;

2. Participate in market research, investigate similar products of competitors, summarize and evaluate the gains and losses of the trial version, and propose improvement plans;

3. Seek support from the leaders and develop the next version with the survey report and the new version target plan.
4. Use a new/realistic target plan to encourage team members and summarize the scores of previous trial versions to regain confidence.

(In many cases, technicians always think that decision-making is based on leaders/market personnel. They think that this is none of their own and is actually incorrect, in many cases, R & D personnel should also actively participate in market research, draw their own conclusions, and make decisions with the leadership and market Personnel)

Case 4: The old members of a project have good technical skills, but they gradually lose their passion for their work because they have been accustomed to constant work for a long time. New members still lack technical skills and cannot undertake important tasks of their projects, the project is about to enter the crucial stage. How should I coordinate my work as a project manager?
1) For old project members,

First, assign some important management permissions to the old project members to mobilize their enthusiasm;

Second, it is necessary for old project members to convert technical experience into knowledge documents, then conduct technical training and guidance for new members, and link the training and guidance effects with performance, promote the enthusiasm of old members;

Finally, new technologies cannot be learned, and old project members are encouraged to study new technologies to improve their work enthusiasm;
2) provide technical training and pairing work for new members to get started as soon as possible.