"Management experience 54" managers can not do everything, but the details determine success or failure. Yuan Fang, what do you think?

Scene reproduction
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{One Informal conversation}

Minister: I read your project summary report a few days ago and feel that there are many problems that can be avoided.

Let's say "Releasemiss", make a checklist completely beforehand, and then arrange a person to supervise it.

Such a low-level mistake by the customer accused, feel a little injustice ah.

PM: Yes.

There are a lot of problems are not done in place, if I can spare some time to see more, more check, will not be so embarrassed.

Minister: The details determine success or failure.

PM: I am puzzled "I can not do things will bow, everything, but you also talk about the details of the success or failure, is not where I understand wrong"

Minister:...............

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I feel the same, because I have a similar experience.

Project failed to do AAR (after Action Review), in the inverse of the true cause of the time, often will be targeted to a particular detail of the negligence, and then as a summary of teaching, training to organize a book. In order to avoid the recurrence of similar problems, the risk management plan is often taken into account in the beginning of the new project, thus effectively avoiding the same error two times.

At the AAR meeting, when I learned that the neglect of a certain detail led to the loss of the whole thing, I could not wait for the time to turn back, and when the time returned to this moment, I swore, "I will do it as my task, and be perfect." The lesson of failure is this, no re-come, only summary and introspection.

I also have the scene of the {PM} doubts, and even some time to think that the two are contradictory, antagonistic, mutually exclusive, but with the precipitation of time, I would like to try to write my understanding and understanding of it.

The friends who have managed the project know that there are two kinds of things in the project:

• I can see and feel the WBS.
• Consume nearly 80% of your working hours of communication

These things by you pm a person to do, so-called "things will Bow, everything" is impossible, is not realistic, but also can not.

Even if you pay dozens of times times the average effort you do, what do you change? Did you think about it?

L One day you have a personal leave, the team will whack.

L One day you work late into the night, looking at the empty four weeks, you sigh that there is no help you.

L One day when you want to get out of here, you find there are no candidates to promote.

This is the result of your "things must bow, everything" in exchange for, isn't it?

"The manager should not bow, everything" iron is right, there is no mistake. Learn to delegate, empower, learn the project to do everyone, to ensure that they have the time to do other people can not replace you.

Management projects can seem to be pyramid management, at different levels of managers are doing their own things.

For example, the top management will spend most of the time to manage multiple points, and each point below the face, then by the low-level manager (or the responsible person) to complete, subordinate to the superiors, as the superior you do not save a lot of work.

So far, we have to talk about "details determine success or failure".

Many managers have the task, decentralization, the lack of pre-, mid-and even later supervision, WT (Walk Through) consciousness. Sometimes hear subordinates actively report work situation, also do not know its foggy, when subordinate delivery task, manager but scold "you this waste, this is I want?" Don't you understand what I'm saying? What else can you do if you can't handle this? ”

Some have attributed it to "communication miss".

I personally think that the details of the project include three kinds of rules and regulations, planning and supervision (acceptance criteria), the details of negligence doomed to backfire. (Of course, it also includes the communication with the customer's manners and so on details, this is not discussed here)

It is not a call to make the system as perfect as possible, to make the plan as fine as possible, even to allocate tasks on an hourly schedule, and the more stringent the supervision, the better. I would like to say that the three (System, plan, supervision) are complementary and mutually compensate, the project details are reflected in this. For example, the manager assigns tasks to subordinates, and subordinates can make or elaborate, or simple, or verbal, or written plans according to the task volume and content, and then mutually agree to formulate the corresponding supervision methods and inspection standards, finally according to the work flow, system work.

As a result, we can unify consciousness and avoid ambiguity.

Secondly, everything is rule-based. Before doing things, look at the planning and supervision/acceptance criteria, you can see what deficiencies or defects, greatly improving the success rate of doing things.

No matter how hard you try, there will be unexpected, ill-conceived from your eyes slip away, pay attention to details just control the number of slip out, this may take up part of your time, but this is better than "hindsight" "remorse when the thigh" stronger than it.

Regulations, plans, supervision/acceptance standards are the embodiment of the project details, as long as the system is proper, the plan is correct, the supervision is strong, anyone or things will achieve the desired results. "Details determine success or failure" The iron is also right, not wrong.

"Managers can not do everything" and "details determine success or failure" two words are complementary, complement each other, managers can not all things, everything pro-bow to deal with every thing, but the control is the system, planning and supervision of the details.

Having said so much, I do not know whether the views are correct or extreme.

Have you ever wondered about {PM} in the scene? Do you have a unique perspective?

Hope to leave your footprints, look forward to your participation.

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"Management experience 54" managers can not do everything, but the details determine success or failure. Yuan Fang, what do you think?