How to transition from a programmer to a Project Manager

1. From programmers to PM, It is a transformation path. In fact, the programmer's path should not be a project manager. The first thing you need to understand is that the project manager does not need to understand the technology too much in a project of a certain scale. The task of the project manager is not in the technical aspect. The technical aspects should be handed over to sa. Project managers are mostly engaged in management and communication. If you can go to the bookstore to view the project management books, you will understand. Of course, for small projects, it is possible that PM and SA are the same person, and such a project manager only adds some management work to sa. As a project manager, you should first tell yourself that you will not touch technical details. Programmers are not a good environment for cultivating project managers. So there is no path from coder to developer to SA and then pm. This is a sad path. In large companies, Sa's next goal is not PM, but consultant, followed by senior consultant. PM follows another path, and the required skills are not technologies, the technology brings little improvement to PM's capabilities. In the project, you can finally identify the relationship between PM and SA and their respective division of labor and purposes in the project.

2. in fact, I agree with the opinion of gzluky. It is true that many managers in our company cannot keep up with some of the current technologies, because many people are nearly 40 years old, it is really difficult for my son to go to high school and ask them to learn new technologies. Their job is to find their programmers every day, arrange the job, and ask how the job is done. However, my head is programmed like me. I am the only one who writes the code under him, and he will also ASP and JSP, but it may be right. net is not familiar with, so I am responsible for it. I think the project manager is still as good as him, and he can understand a lot of technologies and convince people. However, my boss seems to be not very good at communication. Of course, it may be that he is too introverted to communicate with him, so he just doesn't ask more questions after explaining the task, unlike other project managers. I would like to ask you, which project manager is better, like my boss, or some people who like to chase programmers and ask about the progress.

3. I used to work for DM for half a year in a small company and PM for one year. Later I left the company to make my technology more solid. Now I am a programmer in a large company and start to regret it, in large companies, it is difficult to get in touch with management and promotion. I personally think that DM and PM in small companies can directly find PM in large companies after experience, this is also a path.

Or take a test of certificates such as PMP, and then directly look for management work.

I hope people can give better opinions and suggestions, and now I want to develop towards the management layer.

This idea is wrong. I made this mistake and learned management knowledge (for the future) while doing a good job of technology (for the livelihood ), it is slowly evolving towards management and cannot wait. There is a saying that the opportunity belongs to those who are prepared. In my spare time, I learned more about management. The so-called difference between people is in my spare time.

To go to the management level, you must learn English well.

Communication is very important. You must be a manager and learn how to behave first. Communicate with subordinates more, and think more about subordinates. Be considerate of subordinates and make the project plan as reasonable as possible. Do not allow subordinates to work overtime and give them space for development and promotion. Only in this way can their subordinates be motivated to complete the project well, you have a higher chance of promotion.

Only by constantly letting your subordinates know what you know, and only by promoting some competent subordinates can you have time and energy to climb up, or you will not be able to hold on to it, there is no chance of promotion.

Management is not as simple as drinking and smoking, it is just the kind of past that does not think about progress, delay your future.

Take the pains of others.

Doing PM is not a mix of tasks, but doing a good job in projects. This is the same as being a human. That is why we must first learn how to behave in management.

What is the focus of PM? As a PM, the technology is not high.

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We often feel tricky because our company's top talents are too personalized to cooperate with others. We can find a way to solve this problem.

1. clearly set the goal of improvement on the premise of affirming its value and advantages;

2. "top talents can face pertinent, clear, and one-to-one criticism, so they should strengthen their communication with them;

3. The assessment objectives can be adjusted based on specific situations to enhance cooperation with other employees;

4. Shift "top talents" to positions that are relatively independent of their talents and reduce opportunities for conflicts with others.

Responsibilities of the technical director: (each company can be different)

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1. responsible for the daily management of the Product center; planning the annual development plan and development direction of the Department; formulating and establishing the internal management rules and regulations and work standards; and formulating the annual financial budget of the Department; manages and controls the recruitment, appointment, and assessment of Department personnel. (40% of the workload)

2. develop the Department's R & D product development plan and direction according to the company's overall development requirements; organize and coordinate the completion of Product Planning and upgrade, and develop and implement special products; conduct market research, user/agent return visit, etc. (40% of the workload)

3. understand and master new development technologies in a timely manner, study and explore new development technologies and methods, and further improve the product structure and functions; continuously develop and improve existing products in terms of quality and ease of use.
(20% of the workload)

4. Think for others, so that they are willing to think for you. Some subordinates should be allocated as appropriate, instead of letting them have the energy to climb up, but they have only one way to climb up, putting you up to the top. Everyone's grievances are the greatest in the world. At this time, you need unlimited patience. Everyone has a very helpful side. At this time, you need unlimited care; when others talk to you or express your interest, what you need is love.

5. it is recommended that you study well in non-IT enterprises and combine your professional knowledge with industry knowledge. This will benefit your long-term development, don't keep yourself in an IT enterprise. There will be no way out when you are over 35 years old.

6. I have been working for two or three years, and my deposit is still four digits, you must think it's funny... But I have walked through five to six companies .. Every company has different feelings. We have made some progress in all aspects ..

7. Learn more management knowledge and practice more!

8. in fact, I think it is not so easy to be a good project manager. The main task of a project manager is to coordinate the development and project progress of programmers. in the face of programmers, we should first grasp the characteristics of programmers. If your skills are excellent, then you should use your skills to make the following people admire your technology, then they will accept your posts. If your technology is not strong enough, you will be modest. Don't be too arrogant. Otherwise, the people below will endure you for a moment, I can't bear you forever. Sooner or later, I will fight against you )! Therefore, I think that it is critical to master enough technology in the transition from a programmer to a project manager. Of course, it is also important to cultivate your own personality charm. if you want to be a project manager in other industries, you must be modest. Do not press your job as a project manager!

9. the main task of the project manager is "communication", which aims to ensure high-quality completion of the project and make rational use of resources. Here, we also train subordinates to be good at employing people and wait for their subordinates to spare no effort to help, do not be afraid to be replaced by subordinates. If you trust your subordinates, you must grant proper authority, because when you cultivate a group that can replace your subordinates, you will be promoted.

Attachment: Reprinted article

If you thought you knew everything you needed to know in the early stage, you would never have been an IT manager. How can you transition from an IT professional to an IT manager? The skills described by this experienced professional below should help you avoid many mistakes.

The transition from a pure technician to an IT manager is a long road full of hardships and twists and turns. Steven Crane, who has been working in the IT industry for 16 years, has a deep understanding of this. He has been an IT manager for eight years in some strong companies (such as Gillette and Parker. During that period, he successfully met many management challenges. In order to help new IT managers avoid repeating the mistakes he had made in the past, he introduced 15 skills based on his own experience.

Skills for building management skills

1. Read the "one-minute manager" series by Ken Blanchard. According to Ken Blanchard's definition in the book, the so-called one-minute manager refers to the manager who can achieve good results by applying three simple management steps without a long time.

2. Understand the rules and regulations of your company and establish good relationships with your colleagues and superiors. Listen carefully to their suggestions. Managers are usually willing to help other managers.

3. Discover and understand your weaknesses and shortcomings as soon as possible. Remember, you can make up for your shortcomings through training.

4. Learn to minimize the budget so that you can clearly understand where the funds are saved.
Enhanced communication skills with company supervisors

5. Do not report the problems encountered in daily work to your superiors. On the contrary, be good at discovering repeated problems and finding solutions for them. Then, ask for advice from superiors on several different solutions.

6. If your project is as good as support, you must separate the two work zones. As long as the salaries of new employees are calculated within the cost of the entire project, you can recruit new employees for new projects. Do not let your employees be involved in ongoing projects while doing support work.

7. Detailed records and timely reports. Ask the project team members to enter the time record so that you can understand where the time is spent. These records can be helpful when you need to prove that the project duration should be extended. Of course, with these records, you can easily write monthly reports to your company supervisor.

8. When the company system suffers a problem, you need to know that your group's task is to restore the system to normal. Ensure that disaster recovery plans for critical systems are in place and that other projects can be restored.
Tips for motivating employees

9. If the company has no formal service platform agreement before, and you find that a large number of service calls need to be answered in your actual work, you can create a centralized service platform. If necessary, you can seek outsourcing. If outsourcing is required, a service level agreement must be developed.

10. Take the time to motivate your employees to succeed and eliminate as many unfavorable factors as possible from other departments.

11. Learn "monkey management": when an employee asks you for help, let them know how to proceed. Don't help employees share their jobs, because you will find that such jobs can never be done.

12. Perform at least one or two performance evaluations for employees each year. Give employees clear goals and help them achieve their goals.

13. Hold regular group meetings. Since work tasks are always one after another and everyone seems so busy, it is difficult to do so. If absolutely necessary, you can choose the form of work lunch, just don't forget to provide sandwiches for everyone.

14. Invite team members to go out for dinner at least once every quarter. If the budget is well controlled, there is no problem in coping with this consumption.

15. You need to know that the sum of capabilities of all employees is the maximum work output of the entire group. Don't just set yourself up with high standards and hope that all group members will be able to do the same with you. They should be commended and encouraged based on their actual situation and trained on their shortcomings.

Success always comes

Successful management skills help Crane become an independent management consultant. Now, he has helped many small and medium-sized companies plan it e-sales systems and e-commerce service strategies. The skills described above are still helping him.