At the weekly project meeting held by the company and the department manager on Monday, the Project Manager will basically report to the manager according to the following agenda:
- Results or outputs of the completion of the work plan of last week;
- Analyze the differences between the actual implementation of last week and the expected plan of last week, and propose improvements;
- This week's work plan and analysis of current project risks;
Haha, listening to the report is actually a hard job. How can I learn the details of the project work from listening to the report, find problems or risks that may be ignored by the Project Manager, analyze the key points of the problem, and give comments, it is a test by project managers! From the front-end time to review the project manager's work practices, we found that many project managers need to improve their planning capabilities and have submitted the training requirements to the company management center. Before the training was officially launched, I felt it was necessary to write some typical cases and encourage each other. On September 16, August 18, the weekly meeting analyzed and found some problems of Project Manager A in plan formulation. According to the actual situation, for a's planning, the requirements for improvement within one week from the 18 th to the 24 th are as follows:
- The ability to receive plans should be improved before the weekly meeting is reported next week; the number of revisions made after being reviewed by department managers and QA should be limited to <= 2;
- From this week onwards, the planned review should not be left behind by the project member's arrangement; there should be no insufficient workload of unscheduled personnel;
- After this week, the review plan should no longer have non-atomic work task items. In the plan, task t1 should be undertaken by task a and Task B, but task a should do some work first, then, B solves the remaining content. Task t1 should be decomposed to remove coupling;
- From this week onwards, the plan should no longer be to name the system function breakdown structure as the task item of the system, and add some management tasks for requirements, design, and testing. Colleagues from such project team members will question the management capability of our project manager!
At the weekly meeting of June August 25, in addition to the project report and discussion, We also checked and analyzed the implementation of the improvement objectives with the project manager and department manager in response to the improvement requirements of last week. The department manager pointed out that the improvement points for job task atomicity of job task 3rd in A's four improvement requirements last week were not completed. Based on this week's project report and discussion, we also put forward the improvement requirements from the 25 th to September 1 in terms of planning:
- For the task items in the Plan, the time of the task in the last two weeks should be controlled for <= 3 days; because if the task item exceeds 3 days, it may be that the task decomposition is not atomic enough;
- For project manager A, two project teams are managed, and project members will flow in the project, requiring a to establish a idle table of Human Resources Input from next week to better organize personnel production plans; to avoid "more energy", a strong colleague will always be the busiest, while a weak colleague has no requirement for improvement!
In addition, for non-planning, Project Manager A is required to propose an improvement opinion on team management at the next week's meeting (not the focus of this article, but not here ).
