New software project manager (10)-planning or?

Do leaders need plans or ......?

1. Little story

Zhang Li is a newly released project manager. After the Spring Festival at the end of February, Zhang started the C Project. In early March, the leader confirmed that the delivery period of Project C was middle April and asked Zhang Li to provide a detailed Gantt Chart plan. As a new team, Project C is applied with new technologies. Zhang Li has no idea how to make a plan. Under the guidance of Zhang San, Zhang Li made an iterative project plan for the leader. However, the leaders were still dissatisfied and asked Zhang Li to provide a detailed Gantt Chart plan. Zhang Li described the new development method in detail, and changed the first iteration plan to a Gantt chart style in the project, and updated the Gantt Chart every day based on the actual situation. The leader reluctantly accepted Zhang Li's practice. As the project progresses, Zhang Li continues to disclose the project information and insist on updating the Gantt chart task for the current day according to the actual situation. When the time is up, the C project cannot be delivered normally, and the lead starts to set a new delivery period.

2. conventional ideas

In general, Zhang Li should come up with a detailed Gantt Chart plan, because the detailed Gantt Chart plan conforms to the company's project management specifications to satisfy the leadership. I believe most people will do this, but in Zhang Li's company, this is not a good solution.

1. The plan gives leaders a sense of security. Leaders may also predict that the task cannot be completed on time. However, he wants to use the deadline to put pressure on the team and asks the team to make a commitment. When the team makes a commitment, it is not a plan issue but an execution issue that cannot be completed.

2. A plan is a commitment. When you are under pressure to give a plan that you do not believe, do not forget this point. It may be used when leaders are accountable.

3. Reduced support capability. If you have already made a plan, if you need leadership support in the middle, the leadership may not provide support, but you are still required to complete the plan.

3. Continue Thinking

Why are leaders so fond of planning, processes, measurements, and reports even when they know they are useless? Because the leader has no longer worked on the front line and lacks first-hand information, he cannot understand the specific situation of the project and how to explain it to the company and himself. Therefore, plans, processes, measurements, and reports become important. They help leaders understand some of the situations and make them feel that everything is under control. In addition, many project managers are under pressure from their companies and leaders to say big things that they can't believe. The final result is not as good as what they say. Therefore, the management of plans, processes, measurements, and reports is even more important, because people can only tell the truth about data and documents without telling the truth. (Why do people tell the truth in a vicious circle ?)

There is a famous saying: it is useful to make a plan, but it is too stupid to implement a rigid plan. In another direction, I am also right. I don't care how to make a plan, I only care about whether the plan has been made, and I am responsible for the plan. Are you familiar with this sentence?

4. Reference Cases

4.1Reference case 1

Implementing Agile Project. "What do you think of when agile practices are carried for other purposes. For example, the daily schedule must be to check whether the job is late, and the Sprint plan meeting promises to check the specific time of the task to assess the workload of the team members ". From Weibo, with the consent of the original Weibo author. Address: http://weibo.com/1430638877/ea89nm11xdb.