Introduction to the project management process

Source: Internet
Author: User

Project management process strategy-send to a friend who is a Project Manager

This article is an article about the issues that the project manager needs to pay attention to and pay attention to during the entire project implementation process, welcome to comments.
Before talking about the project management issue, it is necessary to review some basic knowledge about the project management and understand these basic things. It should help us understand what the project coordination should do.

Definition of a project: a project is a one-time effort to complete a unique product or service.

One-time -- the project has a clear start time and end time. When the project has been achieved, or the project is terminated because the project cannot be achieved, it means that the project has ended.

Uniqueness-products or services created by projects are significantly different from existing similar products or services in some aspects. The project is unique because it has never been done before.
Definition of project management: project management uses knowledge, skills, tools, and technologies in project activities to meet and exceed the project requirements and expectations of project stakeholders. Project Management applies various resources to projects to achieve project objectives.
Project management is a comprehensive discipline that involves multiple fields of knowledge:

Project Scope Management
Project time management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communication Management
Project Risk Management
Project Procurement Management
Comprehensive project management

The project has a clear goal and is a one-time activity process. Therefore, the project manager's task is to schedule resources and use corresponding management methods to complete the project, meet or exceed the project expectations and hopes of the project stakeholders.

The "project stakeholders" are the people that the project manager will always pay attention to during the project process. Because of the project's final success or failure, the project process is related to these people, even these people can decide the fate of a project. One more thing we must admit is that as long as there is an organization, there is politics. Even if the organization is small, as long as it can be called an "Organization", there must be politics in this Organization. Therefore, the project manager must identify the stakeholders at the beginning of the project and detect the political relationships between stakeholders and the political relationships within the organization where you execute the project. When the stakeholders are clearly identified and the political relationships are identified, the Project Manager can coordinate the tasks as needed.
This is the most important part of project coordination, that is, user coordination.

We must acknowledge that, due to resource allocation and other issues within the project implementation Company, the project manager must coordinate these issues within the company, which is the internal coordination work in the project coordination.

In the project team, the project manager must coordinate tasks within the project team, such as Task Assignment and division of work. Sometimes, the coordination work is even more difficult and difficult to operate than the user coordination work.

At the beginning of the project, we generally used a meeting to clarify the project plan and so on. In this meeting, a temporary organization such as the Project Management Committee will also be established. The personnel of this institution are generally composed of project managers and senior leaders of both parties, the main goal is that someone can negotiate and make decisions when key issues occur in the project. However, the Committee is generally empty-minded, basically empty-shelved, and few projects are managed by this institution (if senior leaders of both sides fall into the transactional work of the project all day long, i'm afraid this project is suspended too .), It is basically based on the PM of both parties to coordinate, or ask the leader in charge to negotiate and solve specific problems.
In any case, the users in this "Committee" and other organizations are obviously "stakeholders" of this project. I don't think they will promise to join this committee. This is the first batch of "Stakeholders" identified by the PM ". Who else is the "stakeholder? In general, we can't ignore the master-level users, especially the leaders in the maintenance, operation, Operation, and materials departments (taking the power project champion as an example ).

Next we will discuss political issues. We can't expect a company to be polite. It is common to have more than two "camps" in the company. In general, the leaders in charge of your project within the company are leaders of a deputy factory or chief engineer. No matter who cares about this project, as a pm, you should first find a way to figure out the subtle relationship between the enterprise's senior management. Know the leaders of your project, who are the opponents in that camp, who have a good relationship with them, and who are the middle-level "their people ", this is critical for project operation and project coordination in the future of PM.

As a factory-level leader, even if it seems that the company is in charge of operation, production, chief engineer, or even logistics, it does not go into the "Committee". As a PM, it is better to include all of them as "Stakeholders" for better management.
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First, find the stakeholders. Simply put, for power projects, from the factory leaders who started from the plant manager to the leaders of key departments, and the PM users, these are the stakeholders of the project.

Step 2: Quickly figure out the company's political environment. This is easy to say. It is really hard to understand. This is a sensitive thing. Who would like to make it clear to you. When I asked these questions at the beginning of the project, people answered: we told you about the factory and you couldn't figure it out for three days or three nights.

Here are some tips:
1. quickly build relationships with user PM. At the beginning of the project, there was no conflict between people. There was only a good vision. It was easy to establish a good relationship between PM. Have a good relationship with him, and learn some information through his mouth.
2. When chatting with the middle layer, you can ask the same questions and find the suggestion from their answers.
3. When reporting to the senior management, you can ask "do you want to report this matter to Director X (Director X ?" Listen to the other party's tone.
4. Ask the sales manager of the project to find the target person for help. Not to mention that these people will be able to help you in the future. Ask him again, who is the background of the competitor. Needless to say, you should always be careful when they help you.
The first step of customer coordination is to clarify the objects and relationships.
As the project starts, PM will soon find out who the stakeholders are and understand the company's political situation. The first three tasks are as follows:
Coordination of project plans
Requirement Survey Arrangement
Basic Data Collection

The project coordination of the project manager has started. At this time, the coordination work is relatively simple (for obvious reasons: there is no conflict), mainly for some reasonable persuasion work. It is also important to persuade users to cooperate with your basic data collection. At this time, we have clearly explained the principles, requirements, and future application effects, so that users can have a certain understanding of the work and little expectations (an accident will happen if expectations are too high !), It may work better together. As a PM, it is best to persuade users to set up a temporary data collection team for off-production (but for the current manpower of new power plants, this is basically not expected, but it is completely possible for old plants to do so, at least off-market is required .), In this way, the efficiency and data availability can be ensured.

For demand research, I would like to say to the consultants: Do not listen to only one responsible description or explanation for any process; otherwise, you will face the possibility of future demand adjustments. For example, the material process cannot only listen to the needs of leaders and specific clerks in charge of material procurement or operation departments, it is also important to hear the ideas and requirements of warehousing, maintenance, and even general managers, production directors, and operation Directors. For the informatization work, everyone's starting point, understanding, and goal are different. As a consultant, it is only good to ask more and look at it.
To facilitate future work, it is recommended that PM make full use of the demand research time to conduct business communication and personal communication at all levels of the enterprise (from my understanding of the current situation of several domestic EAM implementation companies, PM doesn't seem to have so much time to do this, but I still suggest that the PM spend more time talking to you about "nothing to do .). On the one hand, you can assist consultants in demand research. On the other hand, you can get familiar with your situation and have something to do in the future. At least people know what you are doing and what you are calling. When I was working on a project, I used to spend a month. Every day I put tea in my cup and packed 2 packs of cigarettes and went around. Chat with people I think are necessary: stakeholders and key users. If the demand is unclear, I will go with the consultant and ask the consultant clearly. I will continue to brag. This waste of time ensures that I can directly coordinate issues between users in the later stage of the project. User PM can solve problems that cannot be coordinated, and I can do everything through lobbying. Let's look back at the smoke and waste of time at that time. Are they all making money?

This is the first aspect of customer coordination I want to talk about: extensive interaction and familiarity. In the face-mixing process, these people should be able to understand their temper, hobbies, and ways of doing things. In the future, how can we coordinate things, and how can we speak and speak?
Of course, this general interaction cannot solve all the problems. The second aspect of customer coordination is to focus on key users. The specific practice is to communicate more. However, for these people, it is not that difficult to get familiar with the mixed eyes. The most important thing for their PM is to capture their true views on this project. (This is not ridiculous. It indicates support. In fact, there are many people who do not want the project to succeed .) These users' opinions and opinions on the project are the important basis for the PM to determine the project trend and make judgments on key issues in the future.

I once encountered such a problem: the user directly suggested that I say, Manager D, you still do the leadership work and forget the project acceptance. We once asked us to go through a set of systems. We just went to a program and waited for the above check. We started the system and checked the screen. There was no data in it. We don't want to use software. It's good now. In this way, the user mentality can work with you to do a good job in the project? Terrible. Of course, I can still blow another bull. I also mentioned this department when I chatted with PM of this project last week. He said that he did not expect such a department that didn't cooperate that year, it is best to use the system now. I did not expect it. However, user PM does not know how much work I have done without knowing it. (Of course, due to their presence, the project progress is not optimistic .)

Targeted, always not wrong.

The third level of customer coordination is to deal with corporate executives. This is probably the last thing that PM knows. When dealing with other stakeholders, you can use time and sea tactics to consume time and energy. However, leaders do not have time to brag with you every day. Communication with leaders is mainly based on the principle of "something starts and nothing moves forward. If something happens, you have to go where to ask clearly. If you are looking for a leader, you need to solve the problem in batches. Therefore, it is necessary to fully prepare the documents before seeing the leadership premises (the documents should be concise, highlighted, and not too thick). The preparation time (the leadership is very busy, don't you think it's hard to enter the door. People will wait three minutes later. Let's say, "you put it here. I'll look back and give you a reply .), Prepare how to express your speech (Art-based speech, especially when communicating with leaders. I think ...... , I suggest ...... The best requirements in the factory ...... The final results may be different .)

Share your snacks. See the factory-level leaders. First, they have a good relationship with the factory Office Director (the general manager's Work Department and so on). Where can they inquire about the movements of the leaders? It is best to ask him to help you make an appointment (if you make an appointment, you must be punctual ). Prepare documents in advance. It is best to write things according to the results you can predict and let the leaders issue the documents directly ...... This is so refreshing. Based on what we want to talk about, we should consider the sequence of order. In many cases, if we haven't talked about the previous things, we won't mention the subsequent things. It's useless to mention them. After figuring out the sequence, let's begin to put the sandbox. Imagine in your head how to raise your questions and ask for answers, how can you bargain ...... I firmly believe that there is no negotiation genius, and there is only preparation for negotiation.
Now, we understand how to deal with three types of users. The following describes the coordination methods for specific problems.

It is basically difficult for the PM personnel to communicate with and coordinate with others rather than expect something to happen. The cycle of a project is not short, and you cannot predict who to look for in the future. It is better to waste some time first.

The most important thing that PM can coordinate with customers is to communicate with users before the problem occurs. There is a certain emotional foundation between people and it is better to talk about difficult problems.

With the development of the project, the most common problems faced by the PM are:
1. If the progress plan is not executed, the project will be extended;
2. There are many reasons for users, and they always do not work with each other;
3. demand changes;
4. Insufficient resources and manpower;
5. For a long business trip, the members of the project team began to get bored;
6. Due to various project problems, user PM began to be depressed and sent to the project team members;
7. PM has multiple roles and cannot fully manage the project. project team members start to work separately;

In the face of these problems, what should the PM do? Can I solve a problem?

1. The project was extended. This problem is too common and is generally considered normal. However, as a PM, we still need to analyze the reasons for project delays. At least in your project monthly report, we should clarify why your project was postponed? The 2, 3, and 4 summarized above are basically the common causes of project delays. For the project plan extension issue, we suggest that the PM and the PM should do a good job of communication. If necessary, the issue should be clearly explained to the user.

2. This problem is the biggest headache. Everyone seems very busy and has no time to work with you. What do you do? The general solution is to hold a project coordination meeting to solve the problem through meetings. Of course, before the meeting, what do the PM need to do? In my previous post, I have a special explanation of the meeting, so I will not go on here. If you do a good job in the early stage, you can try to communicate with those users directly if the user PM cannot coordinate through official means, maybe you will persuade people to cooperate with you. The third method is to directly look for the factory leader, set the facts to make sense, and let him coordinate (the leaders must be "their own people". If you find the wrong person, don't blame me for it .)

3. demand changes and pain points. At the beginning of this post, I mentioned the demand research process. I suggest you ask a few more questions to prevent large-scale demand changes. If this is the case, don't scold me. If you scold me, you won't be able to change it. Demand change is a big topic, and it is hard to clearly understand how the problem can be solved. Let me talk about some of my views on this issue.

A. Do not express any opinions in the face of demand changes. First, let's clarify the problem, and then "consider why users need such requirements from the user's perspective ".

B. from the user's point of view, let's take a look at how the original requirement was raised and where the deviation was, whether it is necessary to configure a workflow, whether it needs a custom program, or whether it is technically difficult to implement or simply cannot be implemented.

C. If you have a point of view, you can try to understand it (from a personal point of view, disagree, or throw a brick or smile): management has a starting point, management means, and management goals. In fact, each business flow is a management means to achieve management goals. Therefore, we can analyze problems from the management nature of the needs for changes. If there is a difference between the existing things and the management object, we can discuss with users whether the difference can be implemented in another third solution, in this way, the user's requirements can be met, and my program has the least modification content.

It should be noted that such a processing method is generally used when it needs to modify the program specification (we did the implementation of self-developed products in China in the past, there are too many such things, so I found a way to deal with this conflict .), In addition, if you decide to study the problem like this with the user, make sure that you are a qualified consultant first-you have to thoroughly understand the user's needs and business nature, in order to work with the user on the alternative solution.

D. If you have analyzed it from the user's perspective and come to the conclusion that it is a change, change it. If you still feel that it does not need to be modified, you can discuss the problem with the user now. Remember, the reason for your analysis is not: workload, technical problems, insufficient manpower, and more ...... Be sure to analyze the problem from the user's standpoint, and finally let him draw your own conclusions. This is the best result.
4. Internal coordination problems have finally emerged. Currently, the power market is popular with EAM. Basically, every company is faced with a large number of projects, so internal resources (human resources) competition is inevitable. As a PM, my advice is to analyze facts, plans, progress, goals, and the impact of resources you strive for on achieving your goals.

5. PM, as the company's designated "General Manager of the project", is also the eldest brother of the project team. While doing a good job in the project, we must be more concerned about our brothers. My point is that, as PM is neither technical or consultant niubi, the income in the project team should also be in the front, so it is more generous, if your company does not reimburse you, just treat your guests (or AA). If you have nothing to do, go out for activities and relax. Working on projects far away from family members and friends is hard to work overtime every day. If PM cannot make everyone happy, it is also a troublesome task.

6. the user PM has been in bad spirits at a certain stage of the project. The question is one sentence: you can just say something to me. The project team's brothers have worked very hard and never scold them again if they make any mistakes.

7. This is the most common problem encountered by the PM of a tech-master. With the development of the project, the tasks will start to be divided into various tasks. As a PM, too many questions will be asked, it was too late when the problem finally occurred (think of a question about the resignation of the project team from a snow lover, and his dereliction of duty would not be too much ). I can't tell you a warning. I can only say that the PM WHO recommends that you have a technical problem and do technical work in the project should spend at least half an hour to communicate with everyone every day, it would be better if a regular meeting of daily dormitory projects is formed.

As mentioned above, the coordination problems that PM will encounter during the project process, as well as simple solutions. Of course, as a PM, no one wants to coordinate the daily development of the project, and they all want the project to progress steadily on a normal track. So how can we give the project a normal track?
Consider the following at the beginning of the project:

A. Three-level management of project progress plans

Level-3 management is such a model: Long-term milestones, key work plans + medium-term work content plans + short-term specific operation plans. Such a plan is a level-1 explanation and refinement, so that a long project process can be converted into a process that can be operated and controlled through reasonable cutting and organization. Through the rolling orchestration of short-term plans, you can easily find the key problems of the project and urgently need to solve the problems affecting the progress.
Through such a process from rough to fine, and then from fine feedback to rough project plan management, as a Senior Project Manager, you can easily obtain the actual project progress and problems.

For the cycle of the three-level plan, we suggest the overall project, month, and week.

B. Project Report and project regular meeting system
The project team cycle is not too short, so PM should not count on their heads to keep everything in the project in their heads. As a document officially released by the project team, it is important to record and release the progress, achievements, and problems of the project.
One of the most important capabilities of PM is to "release" the problem. Otherwise, all problems will be put on you, and you will be overwhelmed again. So, at the beginning of the project, let's clarify the project meeting system with the user, and clarify some things in the meeting.
Suggestion: under normal circumstances, the implementer project team has an internal report every week, and the target is the project team of both parties. The official report of the entire project is one per month. For special periods (such as the launch process and demand process), an official report can be published every Monday.
The regular meeting can follow the report. However, to ensure smooth cooperation, it is best to hold a small-scale project group meeting once a week. The monthly meeting should invite senior project managers of both parties (leaders of the project management team) participation (the real question is, will the senior manager of the implementer participate every month ?).

C. Demand management policies
No one wants to change the demand, but not the same thing. The three users have given you three requirements that must be modified according to my requirements. This kind of demand from you to the left may be the biggest headache for PM and consultants. It is very likely that we should change it today and return it tomorrow.
After the project "demand Report" or "project solution" is determined, the project managers of both parties can sit down and clarify a controllable and traceable demand management solution, ensure that all demand changes are "accountable ".
There are no rules, and the plan management, work management, and demand management methods are clearly defined at the beginning of the project. I think there will be a lot less work to be coordinated in the future.

I mentioned the things that should be paid attention to at the beginning of the project, some things in the process of coordination, and how to provide a reasonable and effective track for the project to allow users to work with the implementer PM, let the project move forward in a friendly and cooperative atmosphere. As time passes and the implementation goes deeper, the project will naturally be ready for acceptance.

Let's talk about the project acceptance questions today.

When the project is accepted and how the project is accepted may be the most frequently asked questions by the PM direct leaders and bosses. This is also a headache for many PM users: users usually work well with each other, how do you say that you have prepared for acceptance? Everything is not good, and you have to wait ...... There are many excuses, that is, they do not cooperate with your acceptance. Such events may occur during project acceptance. If the customer does not pay for the acceptance, the company will rush to the PM. If the customer wants to accept the report, a bunch of problems will be raised ...... In the face of Acceptance Work, how should the PM proceed?
From my personal understanding of project acceptance, there is no standard method for PM to perform project acceptance. Although there are many standard procedures for project acceptance, they can be seen in many places: Various acceptance steps, various functional verification, various documents, various test reports, various manuals, and function lists ...... Something that can be seen elsewhere, so this is not what I want to say. Standard things are traceable and quantifiable. They can be prepared as long as they take some time. What really puts pressure on our project acceptance is non-quantitative: This function does not meet the requirements and is inconvenient to use; the promised XX function is not implemented; compared with the contract and bidding documents, there are still some ×× functions not implemented (these functions are probably written before sales and sales in order to get a list, regardless of whether it is left or not .); The system was launched for × months. The problem has not been exposed yet. It is not too late to wait for × months for acceptance ...... How should we deal with these things?
Before proceeding, let's clarify a problem.
We can pursue perfection for projects, but considering the mood of the boss who pays us, when studying the project acceptance issue, let's leave the idea of being a perfect project to another place, focusing on how to make a project reach the bottom line that everyone can accept.
In fact, the project acceptance should begin from the day PM receives the project, from the day when the project looks at the tender documents, tender documents, and technical agreements. The principle is simple: all the work done after PM is to complete this project, so PM will prepare for project acceptance from this day.
Looking at the bidding documents, bidding documents, and technical agreements is not about figuring out what to do, instead, we need to "clearly understand what users require, what the company promises, and what is clearly written in the contract, in fact, it is not cost-effective to implement these things or to implement these things in cost analysis ". The PM should clearly identify these three contract-related documents, and then talk to the sales manager and pre-sales consultant, let's see how these items are included in the contract or bidding documents. Those can be avoided. Users are very concerned and need to consider implementation.
All right, after figuring out these things, organize your team members and consultants, clarify these things, and consider the methods used to investigate these questions during demand research, you can start preparing for the project kickoff meeting (the first design contact meeting.
In fact, the process of project development is to gradually degrade the three documents (once again: bidding documents, bidding documents, and technical agreements, when all the problems that PM is worried about are "reasonable", it is very important. Sometimes bosses will use some "rude" methods to solve the problem. On the surface, the problem can be solved temporarily, as a matter of fact, the sequelae are very good .), The project can also be accepted. I hope you can understand this statement.
If PM can clearly identify the main problems that affect the future development and acceptance of the project, it is necessary to coordinate and communicate with the above discussion (that is, the bragging process I mentioned. In view of the incorrect understanding, I corrected it as coordination and communication.) At, I tried to grasp the user's mentality and thoughts on these problems, and then induced and persuaded them. When you feel the conditions are met, choose a reasonable way to release these stones.
What are the reasonable methods?
The meeting is obviously the first choice. You need to think clearly about what the theme of the meeting is. Don't be dumb about the function and requirement change to the topic. This will scare the user. I have mentioned a lot about the meeting. It should be noted that you should select the theme, arrange the things you want to implement reasonably, and discuss and approve them.
The second option is communication. Each function has a core user department, so communicate and coordinate with the leaders of these departments.
Is there a third solution? That is, we hope that the user will not raise these questions. But who can ensure that he does not mention it now? Not a good solution. It is better to take the initiative to clear the mine. It is terrible to avoid bombing.
What should we do in the face of acceptance?
Distributed acceptance: the module acceptance is a good strategy. In the old saying, it's not a fat man to eat. Step-by-step and sub-module acceptance is a relatively low pressure from the user's psychology. It is a module that you cannot run after acceptance. It is highly likely to sign for you. Of course, everything is on both sides. The module acceptance is easy, so you need to consider the following issues:

A. After the module has been accepted, will new requirements be met by users?
B. The module acceptance function is obviously not all set forth in the three documents. How can we ensure that the user does not return to the old account during the overall acceptance?
To put it bluntly, all signatures are fake as long as you don't get the money, and you don't have to think it's all right if you sign it. PM once said to me: how can this problem be solved? I have signed all the signatures, but now I have changed my signatures? I said: What do you do? Can crying in his office solve the problem?
C. Do the persons signing for acceptance have an absolute say in the final acceptance of the project? I got a Deputy Director to sign the module acceptance for you. When the final issue arises, the Director will go: I don't know about the module acceptance. You must do what I asked today, if I do not sign the acceptance, who will sign the acceptance. If you are angry, you want to throw your IBM.

In any case, things are almost done, and the project is also out of date, and acceptance is always required.
As the brother said above, it is very important to give a briefing in advance. This little breeze is blowing slowly, and one person is blowing, so as to get to know all the problems in advance, and then find a reasonable reason to persuade them.
Can I accept it now? Is it estimated that it is suspended? It's not a strange thing to call a smooth user. In this case, we can work together to determine the problems and the situation, and then hold an acceptance preparatory meeting.
If you do not give me an acceptance plan, I ask you to have a "sincere" and "serious" preparatory meeting to listen to your opinions and problems and give a timetable for solving the problem, in this Schedule, there must be corresponding solutions for anyone who does not cooperate and who cannot complete the task. I used my lunch time to chat with the power plant leaders. Apart from having not talked about the project, I talked a lot about it. I still remember: What is the major of applied mathematics and what can I do? Laplace equation; power grid power trend computing; whether the power plant's main and auxiliary power plants are well separated; whether the power plants need to set up maintenance companies ....... After talking about going to work in the afternoon, I went to the office to talk to him about the preparatory meeting, and finally asked him a sentence: at the meeting, I am sure I will make the last speech. What do you say I emphasize?
During the meeting, the Director also said, "Manager D has been here for a long time and has been working very hard. I think they have made great achievements in their work, today, people have come up with the final acceptance plan, with a very good attitude. What I want to say today is that the team does not cooperate with the technical staff of XXX company, and the plan cannot be completed. At that time, your director will not sign the plan. I will sign the plan for acceptance, after acceptance, I will settle your account again." After hearing this, my heart is so refreshing. I didn't work overtime that day. In the evening, I called my group members out for a drink.
I personally think that preparation will be a better solution. All right, the preparatory meeting will also kick off. The questions are all clear. Can you accept them?
The answer is: What other issues may cause the user to reject the request? It is not surprising that the old PM has encountered such a problem. What should we do? I believe that through the early communication, PM should be able to grasp the bottom line of the user's mind, and you have done so much work before. It's just the last point. Don't worry about it?
Forget it! I have done so many things. Are you still worried about not doing this? However, the acceptance is required! Always ask me to give my company an explanation? Besides, you (User pm) have not completed the work on time? Otherwise, let's take a step back. You gave me the acceptance. I will attach a memorandum to you after the acceptance report, and I promise to write everything you have done.
This is done. Have the PM projects been accepted?

Summary
Through a simple explanation of the entire process from start to end of a project, we hope that new PM and technical transformation PM can get something they need from the middle. I don't have to spend so much time typing.
I wrote a lot, and I will try again:
At the beginning of the project stage, it is very important to clearly analyze the relevant contract documents and find out the "special" functional requirements that need to be paid attention to in the middle;
At the beginning of the project stage, users should clarify the Project Management System: Reports, regular meetings, and demand changes;
Rank an overall plan that is 20% smaller than the expected planned cycle;
Select an ideal method to intervene in a project based on your own abilities and strengths: high-profile (this is not so fun), serious, well-developed, or industry-oriented ......
In the initial stage, it is not necessary to contact the user to communicate with the user. The power plant supervisor often teaches a lot of time. It is a good thing to have more contact with the user;
At the beginning, the project report must have something to say and be able to objectively respond to the problem (it was pointed out by the user, and it was his own mistake ), let the user leaders feel that they can understand the project situation in this form and are willing to attend regular meetings;
The rolling plan must be accurate. Do not roll it out. If the task cannot be completed, the user may doubt your ability to plan and do things;
The mine clearance work should be done early. Do not wait for three months before acceptance;
PM is pm. Don't be a technical expert again, give more guidance to the Group and other members, do less specific things, and spend more time thinking about the overall project;
For the acceptance, do not consider it all at once, prepare multiple solutions, and discuss it with the user after consideration;
Finally, we care about the lives of our project team members and are more humane.

 

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