Managing and controlling projects as technical directors for project managers and project leaders (I)

As a technical director, if he is only responsible for one project, he must have an understanding of the entire project to 100%.CompositionFile. However, the technical director has multiple projects with different sizes and varied requirements, which can be determined based on the actual situation.

As a project manager, you must have more than 90% understanding of the project, including the project modules, functions, and business processes. In terms of project progress, you need to develop the project plan, phase, and deliverables. The project personnel should include the most appropriate module that each member can be responsible. Technically, it includes the project architecture, layers, data processing methods, design modes, main functions, ancillary functions, and user experience quality levels.

As the project leader is second only to the Project Manager, we also need to know about the project by 70%-90%. Of course, we can understand that a large project can be divided into several small projects.

I remember the company recruited a group of people, and the company also launched a project. It is a big project for small enterprises because the customer's quality requirements are not based on secondary development, because of the special nature of customization and the integration of various platforms included in the project, we adopt originality in terms of strategy and some online off-the-shelf demos in terms of tactics. Here I will talk about the general direction of strategy. Tactics rely on experience and temporary flexible solutions to achieve local OK.

I chose a developer who has been working for three years as the project leader, because he is relatively stable in his conversation, because he is not recruited for a long-term project or platform operation project, therefore, I have no requirements on the characteristics of a project. In this way, I am not very familiar with all aspects of personnel capabilities, but the project has been started. I have also made some preliminary work on the project and explained the handover results. I am also a CTO with multiple projects. I know some modules as well as the functions, processes, and forms of module subjects in terms of project requirements. I have made several initial communications with my subordinates (Project Leader), prepared the basic libraries required for development, and organized the structure, layers, and data processing methods of the project. Then I called the customer to communicate with each other. I thought that the project leader could communicate with the customer in more detail and then complete my plan.

However, the problem arises, the project is a little big, and the data of each module is associated, resulting in complicated business permissions, I can say that it includes encyclopedias, self-built websites by users, medical guidance services, family doctors, B2C, advertising bidding, member modules, CRM, health records, and Enterprise Architecture management. It is not a matter of time to understand and thoroughly understand the business processes and details of the entire project. I am afraid it will be difficult to organize it in a week because the customer is not a professional software company customer, his demands are non-hierarchical, non-structured, logically disordered, or even randomly changed by ideas, so spending too much time determining the scope of the project cannot bring too much help.

Due to the incomplete requirements of the entire project and the unlimited quality of the project, the project leader is at a loss. It can be shown that the project leader knows many things to do but does not know what to do first, I always feel inappropriate or confused when I do everything first. A difficult situation is formed. Even if I have developed several stages of software development and deliverables, the management between modules makes it impossible for the project leader to determine the impact of some details on several modules.

At the same time, there will be a zero problem. As time passes, the project leader is in a hurry and he starts to write some basic functions, for example, login, registration, user information guidance, enterprise qualification review, and user qualification application. After about 40% of the projects, the project leader found that he spent a lot of time on user experience writing these functions. Two days ago, he found that he did not write anything, however, I did have to worry about it, and even asked me if some pages or functions are a good user experience.

I immediately noticed the seriousness of the incident. For me and the project leader, we both have a responsibility for each other because I ignored his short-term work delivery to me, such as his understanding, plan, and solution. So I immediately let him stop his work, let him understand the content of my first-stage work thoroughly, and then asked him to list a functional document for me in the form of decomposition, and asked him to organize the Business Process for me, including the required field names. Of course, I told him to break down the task and plan the work phase by ignoring the user experience. Then I made him get familiar with the first phase of my plan in two days and started him.CodeDevelopment work, and then I put pressure on him to complete the first stage of the task within the specified time.

To put it simply, when the technical director assigns tasks to the Project Manager/team lead, the Project Manager/team lead must submit a work plan to you, then, you should hold a discussion meeting based on the plan, solicit suggestions from the project team, and make appropriate adjustments to let each other know what they should do and the quality requirements of the work.

My personal work experience is briefly introduced. if the summary is incorrect, please give your advice.