New software project manager on the road (7)-sort again-more human experience

A friend recently read "new software project manager on the road" and asked me, what are you writing? In fact, I am also thinking about this question. Why did I deny software project management from the very beginning and want to write software project managers? Recently, I gradually learned my thoughts and learned more about people. What I want to write is a living project manager, rather than a project manager that is easy to understand.

Allow me to reference a famous saying here. "# Peter Shengji's fifth practice # I am confident that the core of the popular management system is to make everything mediocre. It forces people to work harder and harder to make up for a lack of spiritual and collective wisdom that is unique when people work together in the best state ." Refer to the fifth practice, and transfer it from @ Zhang xianzhou-Arthur, May 5 .

Yes, that's what I want to talk about. There are too many examples of human experience loss around us.

Little story:

Story 1:

Wang Lei, a technician, is a rare developer with strong communication skills. He is lively and cheerful and has a harmonious relationship with team members. I am diligent in thinking and often propose improvement plans. He was promoted to a project manager from one day. He began to learn how to be a leader. He wanted to be angry and not be in color. He began to learn how to manage, and PMBOK often looked at it and kept it in mind. For the purpose of the project, he began to standardize the behavior of team members and push them to complete his plan. Finally, he became a successful project manager, and his team's friends left him.

Story 2:

Some time ago, I went to a multinational company to apply for a project manager. Because I am a face filter, it is essential to have a face. As a result, this was the most depressing interview I had in the last two years. The interviewer keeps asking questions and hopes to find the expected vocabulary such as scope management, plan management, and risk management from my answers, but I am talking to him about how to deal with internal and external project personnel problems, how to communicate. The result is of course a chicken talk with duck. Later, the interviewer politely sent me to the door and asked me how I felt during the interview. I politely said that if you are looking for a technical project manager, I may not be very suitable.

Story 3:

As an old man who has been in the software industry for many years. Has experienced the manufacture of many new concepts and the invention of various new technologies, such as Waterfall, software factory, demand engineering, model-driven development, ISO, CMM, UML, SOA, etc. Most related theories and technologies have a tendency to reduce human factors to ensure project success. Learn a certain technology, master a certain kind of management, follow a certain process, and use a certain tool to do a good job of software. Agility is also included. Although agility is more people-oriented, we can still make it a gimmick, theory, methodology, practice, and process.

I'm wondering, is it best to have a little bit of human experience and more management? I don't think so. In fact, I don't know if this is really suitable for novice project managers, because no step-by-step steps are provided here, and profound theories are not elaborated. However, I want the software project manager to be a living person who still learns about technology, management, processes, and tools. When he is a software project manager, he has a lot of difficulties. He needs to think for himself and help from others. He needs to face pressure from his own personality and external aspects, he needs the respect of others and others. He also needs the success of his career. As a result, we have a new software project manager and hope everyone will like it.