My understanding of the department manager, project manager and technical Manager _ project Manager

If we have not participated in any formal enterprise organization training, most people may not understand how the department manager, the project manager and the technical manager are functionally different. Everyone called the manager, in fact, including the relationship between superior and subordinate and balance, complementary and have a clear division of responsibilities. As far as the general enterprise organization structure is concerned, it is usually divided into development department, operation and Maintenance department, product Department, marketing department, Ministry of Commerce and so on. Each department will have a department manager, or a department head. In some companies, a project manager and a technology manager will be set up in the technical department, especially if the project manager here is defined on the technical line, not the project manager in the virtual project group that is being built across departments when a new project is encountered.

To put it simply: the department manager (supervisor) 's main task is to coordinate the distribution of resources within the Department and the Enterprise, coordinate the communication between departments, and be responsible for the overall performance of the department.

The project manager's main task is to coordinate the allocation of resources within the project, such as day-to-day communication, schedule management, etc., is responsible for the project.

The main task of the technical manager is to coordinate the technical activities within the project, to promote the major technical decisions, to study the feasibility of the technology, to evaluate, validate and document the software architecture, and so on. In project managers and technical managers, it is often easier for a trained developer to become a technical manager than another one, after all, the technical manager is more likely to face the computer to find the answer, and the project manager is not.
Because of the technical background, such project managers usually do not change the role of the industry, will focus on technical details, and sometimes not for the subordinates of the worry, but the sense of mission and responsibility to make him do so, he wants to do the best things, his most satisfying effect, The result is that he has no time to focus on other things.

Typically, project managers and technical managers work on the same project, all of them are not subordinate relationship, the project manager can be technical analysis, technical solutions, technical problems to the technical manager to do, and because the project manager's technical background, there is sufficient capacity to judge and monitor the technical manager's work results. A division of work between the two: project manager
1, the project team day-to-day management work.
2. Organize project team members to estimate the project scale, workload and duration.
3, the formulation of the corresponding implementation plan, to solve the problems hindering the project development, to ensure that the project can be carried out in accordance with the implementation plan smoothly.
4, define the project objectives. Coordinate various resources within the Organization to achieve project objectives, subject to specific technology, cost and time constraints.
5, with customers, leaders, marketing personnel to communicate. Provide visibility to the outside world, such as work schedule, quality status, etc.
6, monitor and control the progress, efficiency and risk of the project.
7, according to the mission, objectives and requirements to carry out project scope management.
8, according to the project Plan organization Project acceptance.
9, with the quality assurance personnel, organize the implementation of a practical quality system to ensure the quality of project products.

Technical Manager (Software Architect)
1, lead and coordinate the whole project technical activities (analysis, design and coding, etc.).
2, to promote the main technical decision-making.
3, responsible for the project team member technical ability training.
4, responsible for organizing team members to carry out the project involved in the feasibility study of technology.
5, evaluation, validation and documentation of the software architecture. The job of the head of department is much simpler, audit project manager's project plan, department technical Direction decision, personnel management, interdepartmental meeting, you have no time to study technology, all the above work will fill your worksheet.

The technical line does not need the project manager, also does not need the department head, the technical first line work please give to your department core technical personnel, we may call them to be the architect, the technical manager, the senior programmer or the technical cow person, whatever you call. Don't worry that your subordinates will screw up your work and hand over the technical scepter, and they will use all the magic power to do the magic for you.