Project management-how to identify and employ people

Although I had fewer interviews when I was a project manager, I still summarized my experiences in looking at people and employing people when I was working on products and projects. Although different project types and positions have different requirements for personnel, there are still some common characteristics for the technical profession.

The first is to say "integrity". Integrity means to speak and do things according to your own objective judgment. To always do this, I think it is very difficult. If my subordinates are wrong, do you have the courage to point it out? The boss is wrong. Dare to point it out? Competitors in your company have made great achievements. Can you admit it with confidence. Just as the computer is basically 0 and 1, in terms of technical problems, it is impossible to make a judgment between 0 and 1. As a project manager, technically less technical than architects and less business than analysts, the team must be technically competent and stick to their opinions, to correct incorrect and biased decisions. It may not be easy to recruit an upright member, but it is also a challenge for the project manager to discover an upright member and the Project Manager is willing to give him the opportunity to show performance, because obedient subordinates are the choice of most people.

The second is "bright and bright". If you want to do something in a simple office political environment, in addition, if you want to ensure that the entire team is working in such an environment, you must prevent this. If we say that we are not upright, We will conceal some things for the sake of our own interests, and we will slander and damage others for the sake of our own interests. If we are not honest enough, we will be more tolerant. Not bright enough will bring a lot of annoying things to the project manager. For example, if someone gives a small report to the boss, you don't even know it. Or if you make a mistake, he doesn't point it out in person, instead, it will be publicized for you. For internal teams, the project manager should also guard against such problems. For example, if someone tells you something about others, it is best to conduct on-the-spot investigations to ensure that they are well-founded and do not trust private comments easily, however, it affects your judgment on personnel. If you have a soft ear, you will inevitably have a small report in the team. If there are people in the team who like "manipulation", please go out.

The third is "sureness". It is not only about software projects, but also about doing anything. Many people say that doing more and less is a bad habit. Do not make comments easily if you do not know or have never done so. For example, performance, I think, is a full practice. It is hard to understand the performance because there are too many factors that affect the performance and where the bottleneck is. For example, project management is also a work that relies entirely on experience. When I read some books and have participated in several trainings, I think it is ridiculous to bring a project together. In addition, the same is true for technical problems. I guess, I think, and I think it is very unreliable. If the project manager does not understand both business and technology, it is easy to have a task of retreat.

Article 4 is "willing to study ". Article 5 is "smart. Article 6 is "Innovation ".

The next three items are not mandatory. It is difficult to find the three satisfied people. I think it is enough to satisfy one of them. If you are "not smart" or "not innovative", you can do maintenance work. If you are "smart" and "willing to study", you can solve technical problems; if you are "smart" and "Innovative", you can plan products. Of course, there are also some other characteristics, such as being very careful, but sticking to the section, you can do the coding work; for example, you can do some management things with a general picture, strong planning, and good interpersonal skills.

The first three items depend largely on the environment and atmosphere of the Project Manager, Department, and company. If the entire atmosphere is very equal, everyone can speak freely and have any ideas that can be expressed without scruples. The first three articles are just a few simple words. If there is any violation of the first three items, the project manager must first review whether he has done anything wrong. For example, if someone tries to give you less prizes because of a certain problem, or when you hear the complaint behind the letter, your views on someone are greatly reduced. Or, you are very happy to hear the good news, if you hear bad news, you will blame others for not doing well and so on. Don't be funny. It is very likely that this happens to you, but you don't feel it.