Be proactive in Communication

Coordination and cooperation are the most important part of the project, and coordination and cooperation are often the most difficult. Internal coordination requires that each team member must have the ability to actively communicate. Generally, this ability will directly bring benefits to the project. As a project manager, it is necessary to create and cultivate such an environment, or cultivate each team member to form this habit. People who are unwilling to actively communicate with each other may have the following types:

1. The project manager fails to adopt proper communication management, leading to poor communication.
2. introverted personality, resulting in reluctance to communicate.
3. strong self-esteem and willingness to communicate as soon as problems arise.
4. We are eager to have a broader development space. If we encounter problems, we like to solve them by ourselves.
5. No accountability and lack of initiative.

The current work schedule is usually divided according to the initial system framework design or other tasks, and then assigned to each person for start. At a certain stage, tasks are usually parallel and the overall task is serial, however, if the progress is tight and the task is heavy, parallel tasks may be arranged. It is difficult for the project manager to take into account each task in detail, which will inevitably lead to problems during the execution of the task. At this time, it is very necessary for the task owner to actively communicate with each other, do not hide or handle the problem on your own, or communicate with each other in a timely manner. I have met many programmers who basically solve the problems themselves and then complete the tasks. When the task is completed and requires integration or integration for joint debugging, problems in the previous phase may have an unexpected impact. Then, it will be very difficult to coordinate, this is because the corrections are basically rework-oriented and will conflict with each other, regardless of the Company or specific personnel. Direct accountability can also result in internal conflicts. Therefore, try to solve the problem beforehand rather than afterwards. In addition, a problem should be considered at this time. During the integration stage, the team's enthusiasm and patience are lower than those in the early stage of the project, and it is easy to get bored.

In view of the above several possibilities and previous work experience, we provide several suggestions:
1. Establish a good communication mode and adopt convenient and effective common tools. In the communication mode, at least one channel for independent communication is required. Different personnel will prefer different communication methods, however, at least everyone should be given an opportunity to communicate independently with the project manager face to face. Communication management tools should be well maintained by the team, but at least there should be a formal communication tool, my personal suggestion is Ms projectserver, which communicates with and discovers problems through the daily team member's description of the task progress and remarks. A proper choice of communication management tools may result in more efficiency.
2. Secondly, the project manager should play an exemplary role in communication. The project manager must have a positive desire to communicate so as to drive the communication between the team, if the project manager is not eager to communicate and coordinate and solves the problem on his own, the problem will be serious.
3. The project manager should respond to the feedback from each team member in a timely manner. No matter how busy the project manager is, this response is indispensable. Otherwise, it will seriously affect everyone's enthusiasm, emphasize the use of communication tools and their importance again. It's like you talking to others. If someone ignores you, it will hurt your self-esteem.
4. Establish a mutually restrictive management system, especially for the final integration part, which must be confirmed and executed by more than two persons. For example: establish complete interface specifications. If a person's unreasonable changes can quickly directly affect another person's work, the problem may be well solved.

5. Results review or analysis: I have done almost nothing for projects that are large or small, but I have done this for other projects, it is usually an outsourced supervision project, but the actual function is not very great. Therefore, it is not entirely expected that the project manager can solve many problems and improve the quality of the project. This may vary depending on different background projects.