Management of technical personnel

I have been engaged in software development for some time. If I am interested alone, I still like to writeCode. This is because the work is simple in general, and the pressure is not so great, but it is impossible for people to always do it in an initial position. If we do this in China, we may be considered mediocre in a few years. So I learned from others to become a leader and lead the team to do some projects. So far, there have been approximately three to four projects in total, with two to three projects in the previous company. Some systems have also been implemented. Successful or failed. Success means that it has been in use since its launch and has not been criticized by company leaders. The main reason for a failed project is that some delays in the project cycle have led to criticism. There may be many reasons for a project failure. If the demand is not in place, the project expectations are unreasonable, the system is designed repeatedly, and the team management is poor. From my experiences over the past few years, I have deeply realized that the management personnel should be strong enough in their hearts and learn to be inclusive and understandable. Otherwise, the system will quickly retreat and even lose confidence in itself. The following is an example of my previous failure.

In this project, my role is a system analyst role. Working in a factory is not as clearly defined as working in a large software company. Therefore, the scope of duties may not be clearly defined. At first I was not responsible for this project, but another person was responsible. I took over the case when they completed requirement research and analysis. When I took over, the contact person gave me a series of requirement instructions. This document is not fixed. I have never talked to any user. What I can do is to consult the project members about business issues if they have any questions after reading the documents. The task given above is responsible for the development of this project, similar to a product manager. However, I need to provide my own summary design documents and consider various technical issues. The above shows my developers a senior engineer with several junior engineers. Here, I need to first introduce this senior engineer. I name him. A has good technology. He is the veteran of this project. Before I took over the project, although the project owner is not him, he is responsible for the project requirements. He was originally scheduled to participate in this project for 50% times. I also planned to help him design the system. At the beginning, we had a good cooperation. However, we had a big conflict later. Fortunately, I realized the importance of my team and made some remedial measures so that the final result was not that bad.

Why are there contradictions. This is related to a question I want to ask today. Is how to manage an effective technical team. We hope that you can make targeted suggestions. We also hope to share your experience. I just mentioned that a has a strong technology. At least I thought he was better than me. However, when I assign a task to him, he often asks me what I do. At the beginning, I made a development task list. He does not see my development tasks in the list. He thought it was not feasible. He thought I was a system analyst and didn't do development. Therefore, I can only add my development tasks to the development list. My idea at the time was that this project was a very short project. If I don't want to focus on some precautions during development or perform some testing work. This project is very dangerous. He may have two starting points: first, I am a system analyst. I must be technically feasible, so I need to make some modules to prove it. Second, I need to develop this project too. But I think so. Although you may have better technology than the owner, the project owner must be responsible for this project. Project Members can raise their opinions. However, you cannot emphasize what the project owner must do. This also gives the owner a respect. Therefore, in terms of project management, no matter how good the technology is, the task of accepting and completing the superior arrangement on time is also a quality embodiment. Of course, the project leader should also give the project members sufficient understanding and help. The use of human resources is, to a large extent, the key to project success or failure.