New software project manager (5)-headache and foot

There are always a variety of indicators in the project. It is just as reasonable to use indicators to check the project's health status as a person's health check, but the health check does not mean that the project will cure the disease.

1. Little story

Zhang San was rewarded by the leadership. When Zhang sangang arrived at the project, any indicator of the Chinese team was much worse than that of foreign teams. John selected the output indicator as a breakthrough. With his personal charm and hard work, he greatly encouraged the project team members. Finally, half a year later, the output indicators of the project team members were already in line with those outside China. Zhang San was also rewarded by the leadership for his outstanding leadership and outstanding achievements.

2. conventional ideas

James is indeed worthy of award, because the project team has made significant progress over the past six months, and the project team has maintained a high morale and cohesion.

However, the project team is not doing well in the future. Zhang San left the team after receiving the award. In the next six months to one year, the project was plagued by quality problems and its progress was slow. Recently I heard that the company was unable to cope with the slow progress and poor quality, and sent an architectCodeComplete refactoring (equivalent to rewriting ).

3. Continue Thinking

Many companies, especially large companies, have various indicators for project assessment. Typical examples include developer productivity, ratio of planned time to actual execution time error, number of bugs, and so on.

What is linked to the indicator culture is a headache and a headache. Management often believes that measures to improve indicators can solve the problem. "The bug of the project exceeds the standard, and the employee productivity is not up to standard ." Many project managers are under pressure or have no solution, so they have to take pains. It may be a temporary success, but the project is on fire later. (A healthy project has healthy indicators, but fixing unhealthy indicators cannot produce a healthy project. Project problems cannot be solved in most cases by simply improving individual indicators .)

Another problem caused by the indicator culture is that the indicator itself may also be incorrect. For example, Loc was a popular metric for measuring developers' productivity, but later we found that the smaller the LOC, the better.

The third problem of indicator culture is that it takes time and effort to collect indicators, but it is not very effective. If you allow all team members to collect additional work, it is easy for the team to dislike it.

4. Reference Cases

4.1Reference case 1

Project Manager Wang Lei ensures the health of the project.

Project Manager Wang Lei came to a project that is very similar to the above-mentioned project. The project's evaluation system is the same. However, Wang Lei does not use indicators to drive his work, but focuses on improving personnel quality and communication, and promotes team collaboration throughout the process. In the first half of the year, Wang Lei's project was similar to that of James, which had many bugs and sometimes failed to be delivered on time. However, half a year later, the quality and progress of the Wang Lei project were far ahead. by one year, the project had become the best project in the Organization.

4.2Case 2

Wang Lei, the project manager, is very happy.

Project Manager Wang Lei took over the project of John. After the claim, the quality, progress, and communication problems of the project are all serious. On the one hand, Wang Lei uses personal charm to arrange the project team to continue working hard; on the other hand, he helps the Team coordinate and save fire. With his strong personal driving force, Wang Lei has won great respect as a fire-fighting expert and he is also happy. A year and a half later, the project team's QA director and Development Director both proposed to resign.

4.3Case 3

Company A's indicator strategy. (Forgive me for leaving my question. at the company level .)

Company A is a typical outsourcing company, so resource utilization is an important indicator to measure the company's operational efficiency. Company A requires each employee to fill in detailed resource utilization information and conduct resource utilization analysis at intervals to find out the employees with low resource utilization rate and come up with a way to improve the resource utilization rate of the employee. However, the company's project quality problems emerge one after another, and there are frequent schedule disputes with customers. It doesn't matter. The company is still obsessed with improving resource utilization.