Skills requirements of R & D project managers

Skills requirements of R & D project managers

 

Once, after a leader from a development team of a large project was promoted, Arnold
C. He is specified to take over. Arnold's qualifications mainly come from his sales experience in data processing, but he pretends to be experienced in programming. When a key problem occurs in the project
However, I did too much work, and actually "provided" an "algorithm" to solve the problem ". But for two experienced programmers under him, he apparently did not understand what he was talking about. When he asks the two
When I explained his "solution", they did not immediately point out the errors. On the contrary, they urged Arnold to gather the main programmers in the project, listen to him to explain his algorithms. In the meeting,
In just five minutes, they completely plunged Arnold into a self-contradictory situation. Next, they made a detailed anatomy of his "algorithm", as if in a big project. Most
After that, Arnold left the blackboard in a burst of ridicule; two months later, at his request, he was transferred to another position.

-- Gerald M. weberger, psychology of Program Development

The above project managers seem to be miserable and pitiful, making a large number of new project managers or prospective project managers drop in the air: the original subordinates also dared to join hands to tease the leaders, as a result, it will fall into a "trap". It seems that even a team managing several people is not easier than debugging boring code.

The unlucky project manager understands that a project team that manages R & D requires both management skills and
A certain amount of technical knowledge is required, that is, to move from "management" to "technology". Otherwise, it will only be difficult to handle; however, it is a pity that he is technically hard to understand and understand. In fact, according
Past work experience, this kind of "technical" supervisor is not uncommon (especially in large companies), but the contradiction does not reach the level of stimulation, or just like the following small humor.
During his meeting, some people whispered their objections: "Why didn't we propose reform in the Stalin age ?" Khrushchev was furious: "Who said that ?" Full silence. "I was in the position where you are now," he said calmly ."

On the contrary, some managers are moving from "technology" to "management". The question they face is how to manage a group of highly intelligent developers with independent opinions and active thinking, for a technical problem, it may be possible to solve the problem through concentrated research (IT companies often work overtime is an example), but the management problem is not solved by the storm.

What skills can be used to become a qualified project manager of the R & D team? Generally, technical skills, management skills, Leadership/communication skills, and business knowledge are required.

　
　
Technical Skills: technical skills are the most basic requirement for R & D project managers. Otherwise, they may be laughed at or not respected by their subordinates like in the above case, the technical complex of technicians seems to be inherent.
And it is difficult to give up. Of course, it is not required that all project managers be System Engineers, but at least SRS and HLD should be clearly understood. Otherwise, the Project Manager will lose the sense of smell of the project. Some may say that Microsoft
Or IBM's XX Project Manager is not technical, but it can also do a good job in the project. In my opinion, large projects are different from small projects with less than 10 people. To manage teams with hundreds of people, we need
Proven competent to manage small-scale project teams.

Project management skills: project management skills mainly include project planning and control. For a project manager promoted from the R & D Backbone
However, it is not difficult to master these skills. However, to use these skills skillfully in project management practice requires long-term experience accumulation. Although you can understand the knowledge through learning, no matter how mature the system/model has specific customization
You will find that the abuse of management tools is everywhere. As a result, the project operates like a blind donkey, and it is very emotional.

Leadership/communication skills: management targets people, a group of people with active thinking and high IQ. For managers
A more appropriate definition of is "a manager is ...... A person who gets things done through people
In order to achieve highest stackholders'
Satisfaction ". This includes guiding the project team towards the set goal, supervising the work performance, pointing out and helping the members solve the problem and making progress, and reporting the situation to the superiors. The above
The manager apparently failed to reach home, and did not realize that the project team did not approve of the "Airborne Troops". He may have been disgusted with the dispatch of high-altitude and command-issuing orders, resulting in the explosive outbreak of contradictions. If he can
Listen to your subordinates carefully and communicate with them in a timely manner. It may take a long time to develop your strengths and circumvent weaknesses.

Business knowledge: business knowledge does not refer to technology, but includes the company's vision, core business, and product specifications.
Planning, market management, and demand management. A deep understanding of the company's business can help the Project Manager position products at a higher level, fully meet user needs, and ultimately create a successful product market. Some companies
Chong completely separates business and product development, that is, the development project manager does not need to pay attention to the product positioning (other teams have done it), or even do not need to know what products are being developed, just "just do
It is okay. On the surface, it is a more professional division of labor, but the project team's adaptability to product/demand changes will deteriorate, resulting in an increase in development costs.