"5 + 4" quality and capability model of ERP project managers

With the continuous improvement and development of the socialist market economy, China's software development service industry is in full swing. All large and medium-sized enterprises, and even most small enterprises, rely on the information platform to form core competitiveness.

"EverythingisProject", everything is a project. Software Projects are everywhere. The success or failure of countless projects directly determines the future development fate of enterprises. As a key role in project success or failure, the software project manager is deeply rooted in the hearts of the people. The project manager has become a hot job and will keep getting hot unless the software disappears from the human world.

Based on what you see and what you have learned, summarize the qualities and abilities that qualified project managers need. It makes sense that books and Organizations talk about these things countless times. This article only represents personal feelings.

For the time being, I call it the "5 + 4" quality and capability model:

Five major quality requirements: professional ethics, physical quality, psychological quality, knowledge, and experience.

Four major competency requirements: leadership, decision-making, communication, and human resource development.

Each requirement of quality and ability contains infinite depth, and even a little good enough, you can become a very successful person. But as a truly qualified project manager, you must be comprehensive unless you are not enthusiastic about this profession. Let's get to know them and give ourselves a direction to practice.

1. Good professional ethics:

Professional ethics, as an ordinary professional, may seldom think about this word. However, as the number of projects you bring increases and the number of people you bring increases, you will have a deep understanding of how important it is.

Good professional ethics is manifested in the sense of responsibility of being a person, the principles of conflict of interests, and the enthusiasm and enthusiasm of teamwork. Not only that, but also more extensive content. Think about it. Professional Ethics is definitely one of the necessary conditions for qualified project managers.

People are not good at discovering their own shortcomings. Let's measure them from others' shortcomings. Assume that you are a project director and your project is critical, but there are some great difficulties. Of course, it is very common to have difficulties in projects. One of your project managers may be a bit harsh (this may make you think that he is also a project manager, and you think he has the ability to communicate ), without a strong sense of responsibility (focusing on objective reasons or complaining about others), or in the face of difficulties, he is inspired to find a job with a higher salary. This is definitely a lack of professional ethics, and it is also the kind of project manager that the superiors hate most. I believe you do not want to be such a project manager.

There is no standard to think about the issue of professional ethics. You don't have to be a professional, but at least you can be "good ".

2. Healthy body:

The body is the capital of the revolution. The software project manager is a labor-intensive job, and the "heavy responsibility and low power" is everyone's consensus. All of this requires a healthy body.

How important is a healthy body? I don't need to explain it here. I just want to talk about the importance of good habits to my body. Reminder: Be sure to develop good habits.

My project managers and programmers share the characteristics of software developers, especially when the industry is younger. I call it "sunrise industry" better, however, it seems that these people spend too much time playing games, chatting, and making fun of bars in the middle of the night. Their daily life is not regular enough and their health is greatly affected.

If you want to become a project manager or a project manager, you must develop good habits and stay healthy. It's even better to guide your team members.

3. excellent psychological quality:

Psychological Quality is too important to a project manager. Of course, if you have a good psychological quality, you may not feel the problem. What makes me feel like an important manifestation of my mental quality is: what is your mental endurance in the face of heavy project pressure?

There are many sources of project pressure, including your customers, your leaders, and your team members. You need to have great potential to withstand this pressure. Otherwise, you will be in disorder.

In addition, the psychological quality is also manifested in your thinking, your personality, and your sense of innovation. Think about it. As a project manager, you have to bear too much and think too much.

4. Solid knowledge accumulation:

I like it. It seems reasonable to say that "Knowledge determines fate.

China is a country that attaches importance to education. At least my project manager and programmer have a junior degree. The fact is that most of them have a bachelor degree. We have a degree that marks knowledge. We have the opportunity to choose. Specifically, it is the opportunity to be selected.

My project manager is learning PM-BOK, And My programmers are learning a variety of programming techniques. They are all trying to change their fate. I really admire them.

Knowledge also determines the fate of the Project Manager. A solid accumulation of knowledge, of course, I am more about the project manager's career-related knowledge, will become a solid backing for your project manager's career.

5. Rich experience:

We often focus on our work experience when recruiting project managers. That's because we often want to sell the training cost to others, but I prefer training. I think this is more in line with the unique human feelings of the Chinese people and more reassuring. Why didn't you give him a development opportunity after hard work with you? Do you have to let him look for a chance from someone else?

It is important to have a wealth of experience, and no one will disagree with this. But what I want to say is that if you have no experience, don't be discouraged. If you were born, you would have been a project manager.

It is more important to grasp the opportunities to gain and accumulate experience. Once you have the opportunity, do not give up easily. Instead, seize the opportunity and try to accumulate experience for yourself. If you just seize this opportunity, I suggest you carefully check what you need to cultivate in this profession.

1. Leadership:

My teacher once said, "The manager needs to lead, and the manager is leading ". The reason why I did not thoroughly ask the true meaning of this sentence is that I think it is more interesting to think about it. The longer the time, the more I think about it.

I think this is the case. The project manager needs leadership, and as a project manager, he is also using leadership to engage in leadership work. It can be seen that leadership is one of the essential capabilities of the Project Manager.

What is leadership? It is definitely not as simple as a manager. I have read a very interesting project management book "Deadline" ("TheDeadline"). The author dick Ma is very suitable for answering this question, as follows.

The project manager should do the following four things well: 1) select the right people; 2) assign the right jobs to them; 3) keep them motivated; 4) help team cohesion and maintain team cohesion.

As a project manager, you can do these four things well, at least to ensure that your leadership skills are fully utilized. I hope you will be able to understand it in detail like me.

2. Decision-making capability:

As basic management personnel, project managers are different from common grass-roots management personnel. They often need strong decision-making capabilities for various project decisions. In fact, I want to talk about decision-making skills.

In the software industry, project managers often belong to the typical role of "high responsibility and low power. In a relatively complex environment (of course, this complexity is not subject to any personal prejudice), so it is complicated because the project managers often have a large number of stakeholders, it also represents different interests and has different knowledge and industry backgrounds. All of this requires the project manager to make the most reasonable decisions to satisfy the interests of multiple parties.

Do not make decisions that are equivalent to decisions, but be sure to recognize the importance of decision-making skills. You can determine which decisions can be made directly, which must be made by using the collective power, or even those that you cannot participate in any decision.

One of my project managers encountered this problem:

Two of the customers, one is the director and the other is the deputy director. Their views on a project demand solution conflict with each other. After two communications, there is no clear answer, finally, I only heard the director say "this is better ". Their views conflict with each other. It is difficult to obtain clear answers for various reasons. After careful consideration, my project manager adopted the advice of the Director. People often think that the high language is heavy.

Apparently, my project manager made a decision. In my opinion, it was an unwise decision, or a decision that should not be made at all.

During the demand review, my project manager reported such a decision, and the result attracted complaints from both of them. This time, the two were very consistent. It's too bad. You shouldn't have to make a decision, but you just need to draw a picture. If you master the decision-making skills, you will not be robbed. What kind of decision-making skills should you use?

3. Communication Skills:

Various project management books emphasize the importance of communication skills. Indeed, communication capability is the primary capability that software development project managers must possess.

American project management expert Lewis lamented in his book project manager case manual that communicating with people is a major task that the project manager must perform, in part, project managers often have many responsibilities but (often) have only a few rights. This is almost established in project management. Therefore, the only way to do everything is to use interpersonal skills, that is, communication skills. These skills include persuasion, influence, negotiation, and sometimes begging.

Project managers in the United States are still so focused on communication skills. As a Chinese Software Project Manager practitioner, this is especially true not only in the development of the Chinese software industry, but also in the case of interpersonal relationships.

Listen to Lewis's suggestion: If you hate interacting with people, we suggest you have a sincere conversation with your boss, indicating that you do not want to be a project manager, rather you would rather be a technician (note: or consultant ). If not, simply wrap the line.

If you want to become an outstanding project manager, you must pay attention to the cultivation of communication skills, but at the same time, you must pay attention to communication skills so that communication can become truly effective.

In real life, there is a phenomenon that has to be mentioned: people have a lot of information, but they are eager to get information. When people cannot get the information they need, they start to fabricate it, this is why rumors are born. The same applies to project management practices. When project stakeholders cannot obtain sufficient information, they are used to making guesses based on experience, thus laying the groundwork for various project conflicts and misunderstandings. The root cause is lack of communication or failure of communication.

4. Human resource development capabilities:

Although I often mention the capabilities of personnel development, I also understand that not all project managers really recognize the importance of it. This is understandable for people who have just stepped onto the project manager role.

However, if you have been working as a project manager for more than one year, I suggest you attach importance to the cultivation of this capability. Do not let the resources handed over to you by leaders appreciate, and the most important resource in the hands of software project managers is talent. "If you run the project team members, you are definitely not a qualified project manager ." This is one of my criteria for measuring failure as a project manager.

There are many ways to increase your resources, so you must consider them carefully. As much training, adequate internal communication, and non-work experience are essential.

This is the "5 + 4" quality and capability model of my project manager. If you are a project manager willing to listen to suggestions or are dedicated to become a project manager, please refer to it for free, if you find that you are not a project manager, please inform your manager in time.

 

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