Several consciousness in project management

1, the consciousness of the process. If an important content changes, enough to affect the whole project progress and implementation, that is a major change, summed up nothing is: scope, time, cost, quality.

For the change to record, but also to continue to pay attention. For example, the range has changed. Business leader to implement, found it difficult to track changes, so this thing on hold, good long time, a few months. If you ask him, he'll tell you he tried, but nothing. Here, I think there is a problem with the consciousness of the business leader. The scope is the content that needs to be managed continuously throughout the project life cycle, not a one-time event, not even. If statistics are not available at the time, or the statistics are not allowed, it should be continued until the precise range is reached.

2, how to assign tasks. Many times, we divide the project team into groups and set up a range of responsibilities for them. But in the actual work, I found that the boss did not follow the division of the allocation of tasks, and sometimes I feel that the boss does not pay particular attention to management, is because the allocation of tasks lack of consideration. Development team leader to implement the scope of the project, business team leader in the chores, behind closed doors ... In the actual work, should stick to what principle to do better. I think that we should stick to the principle of special personnel. Can not randomly assign tasks, think this person can be assigned to do it, it seems very direct, very efficient, long-term so, the following employees do not know what to do. If the boss for the development team leader to do business team leader all day, the business team leader had to go to the chores, and the development team leader can not focus on the management of development team affairs.

3, communication. Communication seems to be a problem that any organization will encounter. Communication must be on both sides, we can not communicate with the air. PMP is clearly responsible for both sides of the communication. Information publishers to ensure the integrity of the information can be through the body, expression, language and other rich expression means to let the other person know what they are saying, and the recipient of information is obliged to receive the complete information, and give feedback. Such a theory is really good, but PMP can only give the assumption that the message is sent and the recipient is the awareness that can play a role. In my actual work, I find that the sender and recipient of the information may not have such consciousness. I give a a piece of material, two weeks later a told the boss, I give some places do not understand, the boss is very angry, tell me, "How can you do things like this". This is one of the problems, in communication, the recipient of the message if they do not understand the sender's information, but did not give feedback information, what to do. I can run to say to the boss: because a this two weeks of time stuffy silent, did not give me feedback, otherwise I would have told a clear, hehe, so the boss will think I shirk responsibility, blame each other can not solve the problem, but also increase contradictions, in line with the purpose of solving the problem and principles, I think the future should do this:

A, give a material time, say "you have what do not understand directly to ask me", "want to communicate with me in time" such words;

B, unsolicited inquiry. After a get the material 1, 2 days later, ask "do you not understand the need I clarify ..."

c, it is recommended to participate in PMP training, hehe, if a need to go to the project manager position development words.