Tags: PM, miscellaneous-scenario: Recently a little depressed because of work. Due to planned adjustments, the original PM should fade out of the project. Before the new PM has not come, will there always be a meeting? As a result, the leader handed me the job. I have no special feeling. I just need to spend more time updating documents, Planning Software Delivery, creating Cr, and so on. However, reality has proved that this idea is totally unfeasible-this is not a matter of spending more time, but more importantly! This is what I like the least. Main problems:
- The work schedule is not smooth, so it is difficult to mobilize the enthusiasm of project members.
- Conflicts between customer requirements and developers
- Project management consumes too much time
- Etc
-Analysis:
- There is no clear concept of unfamiliar tasks, and it is difficult to make correct decisions, relying entirely on project members.
- Long-term high workloads greatly consume the enthusiasm of project members
- There is a lack of effective incentives, and there is little difference between members.
- Unbalanced Task Allocation compromises work enthusiasm.
- Trivial transactional work takes too much time. 80% or more of the time has been used by fragmented work such as update documents, SOR/EOR review. The result is that you are exhausted and have no results.
-Solution: My current understanding is:
- Self-management: As a PM of software projects, the technical level is absolutely critical and top-priority!
- Project members: as the project leader, it is not enough to bring your own level up. PM should pay more attention to project members. Human factors play a crucial role in project success or failure.
- Time management: the assignment of tasks. It is important to assign routine tasks with clear scopes and procedures to free up time to consider and arrange things that are crucial to the project, such as medium-and long-term development plans, staffing, and possible improvements.
To be continued.
