Be a successful Software Project Manager

I. Responsibility

It is undoubtedly the responsibility of the Project Manager to achieve project success. Because most of our software companies are running in a relatively chaotic state (CMM Level), the Organization is unlikely to clearly and appropriately define the responsibilities of the project and project managers. Therefore, all factors that affect project success are the responsibilities of the project manager, including customers, environments, assessments, and incentives. Some project managers take meeting users' needs as the only criterion for project success. This concept often becomes an obstacle to project success. The result is usually that the customer is not satisfied (on the surface, the demand has changed. In fact, the customer's demand has not changed, but the requirement stated has changed). Programmers complain a lot (there is no sense of accomplishment at work ), the system has no scalability and maintainability. Project managers have a reliable foundation for project success only by taking customer satisfaction and long-term enterprise benefits as their responsibilities. This is especially true for strategic projects of the company.

Ii. Common sense and intuition

Most practices that violate common sense and intuition will eventually prove to be wrong. The project manager must accumulate enough mistakes that others have already made to enrich his knowledge. If you find that the project violates common sense, you should take it as a problem. Solution To see if your common sense needs to be changed or this phenomenon needs to be changed. The project manager should try to make the project operate as usual, so do not confuse or use it too much. Program New terms are not familiar to the programmer to express their own level, this not only does not help the programmer to form a good mentality, but also unnecessary increase the project chaos.

There is a book called the Microsoft program survival law. In fact, domestic projects are more like hunters who survive in the jungle. The project manager is facing the changing environment and the unknown future. When I go to work in the morning, a key programmer may have to resign, the customer's needs have changed significantly, or the boss has a new idea that will cause you a headache. In the face of such an environment, the project manager must maintain a keen sense of smell, prepare a large elastic project plan and design scheme, and prepare for most changes, so as to avoid a major blow to the project.

Iii. learning mentality

With the rapid development of software technology, the project manager must understand the latest development directions, such as J2EE,. net, and UML, to see if they can be applied to projects. In addition, the project manager has to learn management knowledge, such as CMM, PMBOK, or RUP. To learn these theoretical systems, the most important thing for most small enterprises in China is not to completely import them, the project manager should first look at the gaps from these advanced ideas, do a good job of improvement on key issues, and gradually promote the progress of project management and technology. Each programmer has its own uniqueness. The project manager should acknowledge that the programmer is better than himself and try its best to promote the exchange of knowledge and skills among members.

4. Do everything possible to maintain the project team

Software Enterprises in China are generally not very good Culture And Management to build a cohesive team. Maintaining the stability and effectiveness of the project team is the responsibility of the Project Manager:

1. The project manager must be concerned with programmers: He tries his best to keep them focused on his own work. The effects of chores are far more than the time spent on these tasks. Comparatively speaking, programmers are less efficient in dealing with chores than the average person, and are more prone to making mistakes, resulting in bad mood and affecting work. Sometimes, the project manager should be brave enough to take on work.

2. Be tolerant, especially for programmers. Today, programmers are relatively young, and they feel a little proud of the capital, and are in a dry environment, so sometimes they will make some excessive behavior, the project manager must not care too much.

3. Be a hero behind the scenes. Project managers often need to provide technical support to programmers, but cannot publicize it everywhere. Instead, they need to give their scores more to programmers. When the project is busy, the project manager has time to participate in tedious testing and debugging, or do some code work.

4. Maintain the principles of fairness. When assigning work and assessing project members, the project manager must be fair and reasonable, so that everyone can be satisfied.

5. Communication and communication

The project manager should be familiar with participating in system design Development Members, where their expertise and interests are, in order to better communicate with each other. This informal project communication is crucial for team building. In addition, successful project managers should be good at communicating with the company's leadership, which is a guarantee of necessary resource support. Some excellent Software Project Managers can communicate well with project members, related departments, or customers, but fail to communicate well with their superiors. After they successfully lead one or more projects, it is found that the basic support from leaders is missing in the new project. In the end, some project managers chose to leave the company, while others had to give up the role of the Project Manager. Communication and communication Capability It is basically the fatal injury of most technical project managers.

Ten years ago, the software industry needed talented developers most. Management Software companies are looking for talented project managers. It turns out that genius is always irretrievable, and management systems cannot be built on a low probability. Solving software enterprise problems will ultimately depend on improving the level of organizational management, such as compensation and incentive policies, optimization of development processes, and a sound training system. In a well-managed organizational environment, the Project Manager's responsibilities and the difficulty of fulfilling the responsibilities will be greatly reduced, and the company will no longer have to look for talented project managers. On the contrary, the company will become a good project manager. Growth .