Current situation of "Project Manager System" in China's IT industry

With the increasing development and progress of China's IT industry, IT enterprises have begun to introduce and implement the "Project Manager System" management model, namely: establish multiple business units (such as the telecommunications business department, financial business department, and tax business department) according to the industries or business systems they are responsible ......), Each business department is only responsible for projects and projects in its own industry. Each business department sets up a project team based on different projects, and determines the corresponding project manager to be responsible for the entire project process.

The introduction of the "Project Manager System" should promote the standardization of Enterprise project implementation and management, as well as improve the enterprise's production efficiency and project implementation quality. However, it is not optimistic about the current situation. Many unfavorable factors limit and restrict the sound development of project management.

Now, I have encountered problems in project management. The current situation and problems of project management are described as follows:

1. The project manager and the project are seriously out of control. At present, the title of a Project Manager often falls into the boss of an enterprise due to various considerations during the project team establishment process, or the head of the General Manager of various business departments (this phenomenon is particularly prominent in major projects ). These bosses are busy with other tasks most of the time, and cannot focus on the implementation and progress of the project, and can't really exercise the rights of the Project Manager. In addition, other project team members do not have sufficient power to manage and coordinate project work. In this way, the project is out of control, and problems encountered in the project progress cannot be promptly exposed and solved, resulting in project failure.

2. The project team's goals and policies cannot be unified, resulting in low efficiency of the project team. The implementation of most projects involves the coordination of multiple departments, that is, the project team members will be composed of colleagues from different departments. The project manager does not have enough power to coordinate the work of team members in other departments. Moreover, the project team is a temporary organization, which leads to the disregard of the project team, they tend to be more willing to work according to the department head, rather than the project manager. Even worse, during the project implementation, a department suddenly removes the personnel from the project team, resulting in project shutdown or delay in the construction period.

3. The project manager's responsibilities are too large and his or her power is too small, which leads to the fear of work. Once the project manager is confirmed for many projects, the project manager has full responsibility for the entire project. However, the project manager's power is extremely limited, it cannot guarantee the normal operation of the project. The imbalance of Project Manager's responsibilities and power seriously affects the normal development of the project, which makes the project manager unable to play a role in the work and afraid of direct responsibility problems caused by mistakes. A team led by such a project manager is doomed to fail to complete the project work.

4. Vague or unauthorized authorization leads to a vague concept of the project manager's work authority. A team was created for some purpose. The enterprise may "authorize" the project manager ". But it is often vague, that is, the Project Manager can take all necessary actions to some extent to achieve the intended purpose. However, the enterprise may not be authorized in this way. For this reason, the project manager either feels that he has no right to do his or her work, or does not know what his or her permissions are. In any case, such teams often fail.

5. The company did not distribute the benefits according to the project, and the project work was not motivated. Because the company does not have a profit distribution model based on projects, that is, the company is still eating a pot of meals, the project team members cannot see the direct benefits of project success or failure, the Project Manager cannot motivate the project members from the perspective of normal interests, to some extent, the project can be implemented normally only by the style of the project members or the private relationship between the project manager and the project members.

The reasons for the above situation are as follows:

Imperfect Enterprise System

Currently, the Project Management Organization of domestic IT enterprises generally belongs to the weak matrix or balanced matrix type, and the functional departments and project management are still in the "running-in period", with low work efficiency. In addition, the complexity of communication itself is a prominent feature of matrix organizations. It seems that there is still a long and arduous process to establish a modern enterprise system based on project management.

The Project Manager system is not specifically implemented in Enterprises

In the current IT industry, the project manager department is still dispensable. In most cases, the project manager is "customer" or "part-time" by the functional department staff. In an enterprise, it is difficult to find a full-time project manager. In addition, most of the current project managers are defined as "sound transfer tubes". Generally, there are no project managers who really grasp the power of people, finance, and things.

Reasons for the Project Manager

1. The Project Manager lacks project management experience;
2. The project manager is a technical layman who does not understand the technology required by the project;
3. The project manager does not have sufficient power;
4. Key documents are not formulated and issued in a timely manner, or even some documents formulated by the Project Manager are incorrect;
5. The project manager does not have a global idea and focuses too much on the departments or units he or she is familiar.

To solve the above problems, the most fundamental way is to recognize the position and role of the project manager, and focus on correctly defining the responsibility and rights of the Project Manager.