Summary of Project Management Art

Summary of Project Management Art

Chapter 1 Brief History of Project Management

1.
Project management is everywhere and has been around for a long time.
2.
 
If you are a beginner, you will have a better chance to learn.
3.
 
Project management can be a job, role, or activity.
4.
 
The program manager is a strongly defined project management role of Microsoft, derived from the concept of matrix organization.
5.
 
Leadership and management require understanding and intuition of several common problems, including Self/
No me, dictatorship/
Delegate and courage/
Fear.
6.
 
Note that you are at your own risk and excessive participation in management activities. The process should support the team rather than the team.
7.
 
If you are a full-time manager, you need to find ways to make good use of your unique views on the team and project.

Chapter 2 truth of the Schedule

1.
 
The schedule has three functions: Commitment, encouragement to each person to regard their work as a contribution to the whole and tracking the progress. Even if the schedule is delayed, it is still valuable.
2.
 
Large progress should be divided into small progress tables to minimize risks and increase the frequency of adjustment.
3.
 
All estimates are probabilities. Because a schedule is a set of estimates, it is also a probability, which affects the accuracy of the schedule, because the probability will accumulate (80%
×
80% = 64%
)
4.
 
The earlier the estimation, the lower the accuracy. However, with rough estimation, we can have a starting point for better estimation.
5.
 
A schedule should be prepared with a skeptical attitude, rather than an optimistic attitude. Focus on design, so that assumptions can be displayed in the sun, generating reliable confidence.

Chapter 3 what to do

1.
Different projects require different approaches for planning.
2.
The planning method is usually determined by the permissions you have. Demand, design, and budget are three types of projects that require impulsive planning.
3.
Outputs frequently seen in planning projects: Market Demand documents (MRD
), Vision/
Scope document
), Specification (specification
) And the work breakdown structure (WBS
).
4.
 
The most effective approach to project planning involves the use of three equivalent perspectives: business, technology, and customers. Customer opinions are usually the most likely to be misunderstood and misused.
5.
 
Asking questions will force you to think properly and guide the energy of planning efficiently.
6.
 
The process of defining requirements is the most difficult, but there are some good reference methods to do things well.
7.
 
Scenario
) Is a simple way to define and communicate with requirements. They can be easily converted into design ideas without making the importance of each item unclear.

Chapter 4 prepare high-quality prospective documents

1.
The vision documents extract other planning materials into a single high-level planning content.
2.
 
Writing down things is helpful for both the author and the team, and can provide a basis for discussion and reference points, so that we do not need to rely on our error-prone memories.
3.
 
The details and quantity of vision documents vary with the nature of teams and projects.
4.
 
Team Goals should be derived from the goals defined in the vision, and personal goals should be derived from the team goals.
5.
 
High-quality vision is simple, goal-driven, integrated, inspiring, and easy to remember.
6.
 
The quantity is not equal to the quality. It takes more time to think about conciseness.
7.
 
Raise questions to ask about the effectiveness of the vision on the daily decision-making of the project, so as to maintain the vision vitality.

Chapter 5 where is the idea from?

1.
Many teams do not properly manage the time between requirements and specification documents.
2.
 
The demand for quality and the exploration of design are the best uses of that period of time.
3.
 
The idea is only related to the goal and other ideas.
4.
 
Restrictions are useful in looking for ideas. However, jumping out of the box is not necessarily the answer. Sometimes, the best solution is to find a smart way to operate within the limits.
5.
Problems, ideas, and online games are tools to find new ideas.
6.
 
The best starting point of the design idea is the customer experience.
7.
 
The idea can be developed into a design after being discussed by different professionals.

Chapter 6 What should I do when I have an idea?

1.
 
An idea has its own motivation. It takes much more time to master creative jobs than you expected. Changes will fall like a waterfall in the project process.
2.
 
Set up checkpoints for creative work for tracking and control. Common checkpoints include conceptual arguments, idea grouping, three alternatives, two alternatives, and one design.
3.
 
Use an affinity graph to integrate the idea.
4.
 
The prototype allows the project to face problems early and learn from errors without significant risks.
5.
 
Uses repeated or regular improvements to the prototype to raise issues, evaluate progress, and determine subsequent steps.
6.
Create an open question list to track issues that must be resolved before the completion of the Specification.

Chapter 7

 

Write quality specifications

1.
 
The specification should do three things: ensure that the right product is built, the project planning phase ends as a progress milestone, and allow different individuals to perform in-depth viewing and feedback in the project process.
2.
 
The specification only solves specific problems. Team leaders should be clear about the issues they want to solve with the specification and what issues they need to solve in other ways.
3.
 
The quality specification can simplify things. They are primarily a form of communication.
4.
 
There are great differences between writing specification and design.
5.
 
Explicit authorization should be given to anyone who writes and who has control over the specification.
6.
 
The termination gap is a method to control open issues and accelerate the end of the writing process of specification documents.
7.
 
Viewing a process is a way to define and control the final process of writing a specification.

Chapter 8 How to make high-quality decisions

1.
 
Meta-demo-making
) There are important skills (meta-decision-making refers to decision-making on the decision itself, that is, decision-making on the amount of time and effort invested in decision-making ).
2.
 
Before making a decision, you must determine the importance of the decision.
3.
 
You need to view the unique zone and the opportunity to effectively use a single evaluation.
4.
 
Use comparative evaluation for decisions that are worth a lot of effort.
5.
 
All decisions have emotional components, whether or not we acknowledge them.
6.
 
The advantage and disadvantage list is the most flexible method for comparative evaluation. It is easy for others to participate, so that more opinions can be obtained for decision-making.
7.
 
Information and data cannot make decisions for you.
8.
 
You can review past decisions and explore opportunities for learning and better tactics to improve your decision-making capabilities.

Chapter 9 communication and interpersonal relationships

1
. The project can only be completed through communication. In today's era, speed is no longer the bottleneck of communication, and quality is the only difference.
2
. Interpersonal relationships will strengthen and speed up communication.
3
There are several architectures for people to communicate with each other. PM
You should be familiar with these architectures to diagnose and solve homogeneous barriers.
4
There are several common communication problems, including assumptions, lack of clarity, inlistener, dominance, personnel attacks, and criticism.
5
. Role definition is the simplest way to improve human relations.
6
Ask everyone what they need to do their best job. This includes listening, clearing up roadblocks, teaching, and reminding them of their goals.
7
. Interpersonal relationships and communication are not unimportant tasks and are important to all personal activities that occur during the project.

Chapter 10 is not annoying: process, email, meeting

1.

The project manager is easy to attract others. Some of them can be avoided.
2.
 
People are irritated for many reasons. In general, they are irritated when they feel that time is wasted, treated as an idiot, or considered to be able to endure long-term boredom and abuse.
3.
 
A good process has many positive effects, including accelerating the process and preventing problems from occurring. However, it is difficult to design well.
4.
 
Emails that don't provoke fire are concise and action-driven, and will soon allow readers to check whether they are interested enough to find out, rather than just skimming the subject or the first sentence.
5.
 
When someone promotes the meeting, the meeting will be able to operate smoothly.
6.
 
When the objectives and types of meetings do not match, there will be frustrating meetings.

Chapter 1 what to do when something goes wrong

1.
 
No matter what you do, you will always make mistakes.
2.
 
If you remain calm and break down the problem, you can cope with many difficult situations (remember the Rough Guide ).
3.
 
There are some predictable common situations, including negligence, forced stupid things, resource shortage, low quality, changing directions, personnel issues, and the threat of rebellion.
4.
 
Difficult moments are opportunities for learning. Make sure that you and the team spend time checking what happened and how to avoid it.
5.
 
No matter who is responsible for the situation, it is always helpful to solve the problem.
6.
 
In extreme cases, it is necessary to enter the damage control mode. Take any action to bring the project to a known and stable State.

7.
 
Negotiation is useful not only in crisis situations, but also in management. Good consultations will begin with the interests of all people, rather than division from their standpoint.
8.
 
Keep a clear line of permissions at any time. Before a crisis occurs, everyone should know who has the right to make decisions.
9.
 
People have different ways of responding to stress. You must have a keen observation and openness to help the team cope with different pressures.

Chapter 2 Why leadership is based on trust

1.
 
Trust is established through effective commitment.
2.
 
Trust is lost because of inconsistent actions on important things.
3.
 
Use Authorization and trust to allow everyone to do a good job.
4.
 
The delegated power comes from the organizational hierarchy, and the obtained power only comes from the response of everyone to your actions. Obtaining power is more useful than granting power, but both are indispensable.
5.
 
Use delegates to build your trust in the team and ensure that your team can resist the disaster.
6.
 
Respond to problems in a way that will maintain the trust of everyone. Support them in critical moments so that they can bring problems to you rather than hide them.
7.
 
Trusting yourself is the core of leadership. Self-discovery is a way to recognize who you are and to develop a sound self-reliance.

Chapter 1 how to make things happen

1.
Each task can be grouped into an ordered list. Most of the work of project management is to correctly prioritize things and then lead the team to execute them.
2.
The three basic sequence are: project goal (Vision), function list, and work project list. These three lists must be synchronized with each other. Each work item contributes to a function, and each function contributes to a goal.
3.
Priority 1
There is a clear line between work and everything else.
4.
 
When you say"
No"
It will happen. If you cannot say"
No"
Is equal to no priority.
5.
 
PM
Make the team sincere and keep them closer to reality.
6.
 
Familiarizing yourself with the key paths in engineering and team processes can help you gain efficiency.
7.
 
You must be tenacious and witty to make things happen.

Chapter 4 medium disk Policy

1.
The mid-disk period and the final period correspond to the middle and end parts of the project.
2.
If the project is not smooth at any time, you should understand what went wrong and solve it. During the mid-disk period, this process will be repeated all the time.
3.
Projects are complex non-linear systems with great inertia. It would be too late for you to take measures when you see a serious problem, which may make things worse.
4.
 
When your project gets out of control, you just don't know the situation. This is a bad thing. Health check is the simplest way to know the situation, including tactics and strategies.
5.
 
Consider how to take actions to correct the situation in the safest way possible. The larger the action and the farther the project goes, the more dangerous the action is.
6.
 
Coding pipelines are the way to manage work projects during the period. There are two ways to manage pipelines: positive and conservative.
7.
The milestone-based planning and coding pipeline provides various opportunities for projects to make security corrections.
8.
 
Change control (DCR
.

Chapter 4 final strategy

1.
 
The important deadline is just a series of small deadline
2.
 
Each milestone has three shorter deadlines: Design completion (specification completion), function completion (Implementation Completion), and milestone completion (Quality Assurance and refining completion ).
3.
 
The exit criteria are defined at the beginning of a milestone to improve the team's ability to catch up with the delivery date.
4.
 
The arrival date is like a plane landing: You need a long and slow route. In addition, you also hope to take off quickly again, instead of doing too much renovation.
5.
 
You need various evaluation methods to track the project. Common evaluation elements include daily build version, Vulnerability Management, and activity diagram.
6.
 
You need various control methods to adjust the project level. Common control elements include: view meetings, floor categories, and operation teams.
7.
 
The end of the final period is a very slow and refined process. The difficulty lies in narrowing down the scope of changes until a satisfactory release version appears.
8.
 
Now is the time to start the error analysis process. You need to benefit yourself and your team from those smooth and unsmooth events.
9.
 
If you are lucky, your project will be released smoothly. Be happy and be very happy. Many people did not make any mistakes, but they never did. Plan a crazy night and do funny and arrogant things, so that you can tell stories after many years.

Chapter 2 politics and power

1.
Politics is the natural result of human nature. When people work together, due to limited permissions, they must be assigned to different people, but everyone has different desires and motivations.
2.
 
All leaders have political restrictions. Every manager, CEO
Or the president has Tongji or superiors, which limits their decision-making capabilities. Generally, the more powerful a person is, the more complicated they must be.
3.
 
There are many types of political power, including rewards, high pressure, knowledge, and associated memory influence.
4.
 
Misuse is used when the application of power cannot meet the project goal. Lack of clear goals, resource allocation, unclear decision-making processes, or misunderstandings all result in misuse of power.
5.
 
To solve political problems, you need to clarify what you need, find out who you need, and evaluate how you can do it.
6.
 
If you participate in project management, you must define your own political arena. It is up to you to decide how healthy or fair this political arena is.