Project management experience (favorites)

The knowledge required by project management is a systematic knowledge, including the knowledge system of project management and the knowledge system required by the fields to be applied in project management, and then the management skills, at that time, the most important thing was soft skills, that is, interpersonal skills.
The core of management: people.
Four elements of management:
1. Select the right person
2. Assign them the right jobs
3. Keep them motivated
4. Help the team to unite and maintain the team cohesion.

1. Select the right person
First, you must learn to look at people. Although I am not a human resources expert, I understand the quality of members required for the success of a software project, mainly communication skills and sense of responsibility.
Due to work requirements, I have interviewed some people, including graduates and graduates from different universities and undergraduates. I started to learn how to check whether a person meets the team's needs.
In general, during the interview, there are questions about what a career plan is, what kind of growth is expected in the company in the future, what kind of knowledge about software engineering, and what kind of professional skills are expected, this is a common problem. It is important that I ask everyone if they have experience in team development projects, but most of them do not. In addition, the majority of students who have complete works are homework.
A person's temperament types are not the same. He can speak fast, speak slowly, have self-confidence, and be timid. Management can be successful only when it is managed based on different personality characteristics of each person. Therefore, management personnel must study human psychology.
After the preliminary interview is completed, we need to test his initiative to start the trial. In "send a letter to Garcia", we take the initiative to think about things if we are not called by others. The reward is admirable and enviable, and the others call us to do things once, the rewards we get are considerable, and the rewards we get are done twice. The average social level is what we get, and the rewards we get are meager, if someone else calls it multiple times, it will not only be rewarded, but will be scolded. But we have to do things in the final results. Why don't we take the initiative?
Some people are waiting to assign tasks, complete the tasks, and receive their wages. They are not thinking about the company or themselves. Such people can only be used forever. Some people will find ways to improve and often have good ideas. This kind of person will eventually succeed because he takes the initiative. We should select people who are more active and can understand the company's tasks in a timely manner and do or even improve them. Therefore, it is a learning to select people.

2. Assign them the right jobs
It is easy to assign jobs, but you have knowledge to assign jobs correctly.
At the beginning, I let them decide what to do, and then I made a comprehensive arrangement. Later I found that such tasks could not be allocated reasonably. Next, I assigned jobs to my employees. Later, I found that the assigned jobs were unacceptable to some employees, such as time and technical difficulty.
So I summed up my previous experience and assigned me macro control and micro adjustment. First, I need to clearly understand the knowledge and skills of each employee. I made a knowledge and skill level Examination Form to grasp the technical level of each person. Then, I divided the project into modules vertically. the size and quantity of modules are exquisite. Everyone is responsible for writing data from the presentation to the data access layer. The first thing to do is to let everyone grasp the framework of their own projects and cultivate basic project management knowledge of employees, the second is to avoid overlap in the hierarchy, which is suitable for small and medium projects of entrepreneurial enterprises. Then, based on the employee's previous project experience, let each employee talk about the various modules to recommend the modules. Employees will talk a lot about the modules they are interested in. Then, based on their previous programming experience and speed, determine the task to be completed within two weeks. Too many weeks cannot be set because the project cannot predict the progress at the beginning.
The key point of assigning a correct task is to first collectively describe the various requirements of the project so that each employee can know the planning of the project. Next we need To talk to each employee separately to let him do his favorite job. If there is a conflict, I will coordinate the process and let everyone talk about the project's understanding and suggestions, I want to know the motivation of a person who wants to do this module because he thinks it is relatively simple to make his work easier, or he thinks it is difficult to have a challenge and wants to challenge his own technical height. Then, based on his previous project experiences, he was persuaded to do what he was good at to improve the project success rate. A very important principle in project management is that the work done by a member should be done by repeating the successful project experience in the past, rather than challenging his technical height. Otherwise, it will be harmful to the project, the project is out of control. That is to say, his personal technical level may be improved, but this is at the cost of the project as his test item. The improvement of this person can only be reflected in the next project.
Exercise caution and caution when assigning tasks, because employees in the company often do not dare to raise objections to the leadership, which may result in poor task completion quality or failure to complete tasks on time, this makes project management unable to proceed as planned, which is my most profound experience. At the initial stage of team formation, we must allocate resources according to certain difficulty and quantity, and provide sufficient technical support and help. We must keep track of the team during the process. After the team is mature, the management of project progress will become smoother and more accurate.
3. Keep them motivated
First of all, people's enthusiasm is a very interesting thing. If you are sure you are not sure how well you are, it will affect the enthusiasm of a person to do things.
Here I reference a classic theory of X and Y:
 
The X and Y theories can be used to analyze a manager's management behavior. If the manager's thinking is the X theory, then he will take tough measures, such as a military-style management method. Such managers will use various strict rules and regulations to force people to work. If they violate the rules and regulations, they will be financially punished. I think this kind of management method is only suitable for some enterprises with relatively high degree of standardization operations. For the software industry, talents have been paid great attention to. In the near future, there has been a great deal of mobility, and the personality of employees is also strong, cannot apply such tough measures.
The lower level of human needs is survival, and the higher level is self-realization. in the software industry, survival is no longer a problem. Everyone strives for the goal of self-realization, therefore, I think Y theory is suitable for the software industry, that is, employees must be involved in decision-making. For example, an employee once complained to me that the team was not involved in decision-making. He felt that it was not as inefficient as the team. Therefore, to make everyone enthusiastic, we must feel that this project is the result of everyone's efforts and the result of everyone's unity, not the result of a certain technical expert.
I used two methods in project management. One is relatively free-of-charge, namely, dividing modules and specifying some project specifications and interface specifications, as for the implementation of requirements and so on, everyone can make full use of them freely. The results are average. The second type is completely controlled by me. I have defined the requirements, the interface, and even the details of what to do every day. The results are even more failed, and the employees feel less free. Like artists, programmers must have a certain degree of restriction and free space. The so-called dancing with shackles means this. Therefore, as a project manager, you must grasp the tightness of management and take measures based on the individual characteristics of employees. after a certain period of accumulation and training, management is also an art, it requires understanding, not learning from books. To make such complicated people motivated, the management staff should make more efforts.

4. Help team cohesion and maintain team cohesion
The enthusiasm of people alone is not enough. Each person must work in the same direction to give full play to the team's energy. The team has a life cycle, namely, formation, agitation, stability, and performance. The team I set up in college has gone through these stages. The problem facing the project manager is how to make the team smoothly go through these stages and reach the performance stage as soon as possible.
When a team is formed, everything is fresh. Our team tries to do some tasks, find out who are more common, and understand everyone's personality and expertise. When the team was formed, everyone was enthusiastic about their work, but they were prone to anxiety, because they were not clearly positioned in the team, therefore, the team manager should establish a team culture at this stage, such as the team name and slogan, or even plan when or when to hold a meeting, then let the team members fully understand each other, and then do some cooperative work to let everyone know how to communicate and collaborate in this team.
Then, when the goals and structure of the team were gradually clarified, the team members began to become restless and concerned about their responsibilities and rights, such as what modules they were responsible for in the team, at this stage, the project manager should resolve and coordinate various conflicts between the team members, formulate rules and regulations, and conduct some procedures for doing things, and listen to the dissatisfaction of the team members.
Then the team gradually becomes stable, productivity continues to increase, the ability of the project and the team members increases steadily, the goal is clear, and a whole has been formed between members. At this stage, the project manager will be easier, you only need to deal with the relationship between teams and make some major decisions. The last stage is the performance stage. In this stage, I think it is a good harvest stage. The cooperation between team members has reached a very tacit understanding. Basically, there is no need for frequent communication. Everything has a ready-made process, an unprecedented increase in efficiency. At the final stage of my team, I was very satisfied with the development efficiency. After just over two months, I completed a project that was nearly as complex as our previous one-year project.
Therefore, the project manager is responsible for ensuring the team's cohesion at all stages of the team, so that the team members are always filled with sense of responsibility and pride.

Summary
The management personnel are at the center of the team and have high requirements on the quality of the management personnel. In addition, the relationship between the management personnel and other personnel is particularly complicated and belongs to the relationship between the center and the circle, once a person in the circle wants to approach or alienate the manager, the management cannot be completed. The manager should treat everyone equally, including performance appraisal, praise and criticism, and personal relationship. If there is inequality, there will be rumors.
There are many tools and methods for management. These are all learned. Only human management is a soft skill and requires some experience and understanding. Managers need to think about daily things, to sum up, we should evaluate the rationality of our methods for handling things, fully understand everyone's personality, and use different management skills for different people. In short, management serves the target, and only the project is successful, the management personnel are successful, and the project manager must be responsible for this project!