Summary of the project director's Methodology-Comments

Summary of the project director's Methodology-Comments

In the MSN Project Management Group, a very senior IT staff member recommended her blog. I did a rough look at it. I want to read every article, of course, I also hope to improve myself through comments.

Address: http://blog.csai.cn/user2/50754/archives/2009/37097.html
Recently, the company signed a list of several software projects. Is the sales worth ten million? This is a good thing, but the company has never done so many projects at the same time. This kind of information project has a long cycle, and the customers are all large state-owned enterprises, which are difficult to serve. As the project director, managing all the projects and product lines, the problems that pile up on me every day are endless. Looking back, I realized that I was far away from the good practices I had demonstrated when I was a cmme consultant (for more than four and a half years). I reflected myself and refined it in plain words, in order to improve work efficiency.
-- Tens of millions of orders
-- First, you need to classify the list, such as large or small orders. What is the complexity and difficulty of the list? Is it new technology and new business or based on existing projects; what is the priority of a list?
-- If tens of millions of installers are charged by monthly or individual incomes, how many developers are required? Can they be parallel? Can developers penetrate into different projects.
-- Prepare relevant manpower, time, and cost plans for each project.

1. First of all, we must establish a clear guiding ideology. The principles are uncertain and cannot be discussed. Alas, why is this "Production Management Project" not based on existing products at the beginning? It has been so boring for various departments for so long!
-- Agree, but this guiding ideology is based on the previous analysis. It seems very simple based on the product, but it also faces many problems. Is it compatible Based on parts? Are you facing integration problems?

2. There should be plans for doing things; planning, planning. Since the establishment of the project team, it seems that the Team has no plans for the team and individuals have no plans for the team.
-- As a project manager, you must have a project plan and a weekly plan as a R & D personnel. However, as a Project Director, you must evaluate the progress, problems, processes, and risks of each project, the Project Director only needs to see the project manager's plan.

3. Provide appropriate resources for the task to be done; "suitable" rather than "adequate. Why do project managers think that the company must have the strongest people for you? What about other projects?
-- I agree very much. However, the premise is that the project director must understand his project manager, his business level, technical level, management level, and personality, and put people in a proper position, play and tap into his potential.

4. assign responsibilities and permissions to the people involved in the work. The company's organizational structure is very special. The project manager and product manager are concentrated in one department-Project Management Department, followed by the software design department, the Development Department and the testing department finally have an Implementation Department. One project must go through at least seven departments: Sales, consulting, project management, software design department, Development Department, testing department, and Implementation Department from start to end, clearly defined responsibilities and permissions are inevitable.
-- The general feeling is that the division of labor is too meticulous. It is difficult to determine the situation of a company of a large size. The more departments there are, the greater the related interests. For small companies, it is recommended that they exist as project teams, however, necessary regulatory authorities are necessary.

5. trainer; sorry, my project director did not provide necessary training to the Project Manager, especially the new project manager and precautions, the Project Manager manages projects that are not subordinate to him and often jumps like a dog. I become a big nanny and want to do ideological work for people.
-I personally think that the training personnel should go up to the corporate system level and performance evaluation level, but unfortunately no company is willing to invest or cannot continue. Foreign companies have done a great job in this regard, it allows you to feel that you can improve, rather than simply coding and work.

6. configure and manage the output objects. Simply put, it is to save the work results and control the version to ensure that the expected results can be found and found.
-- Configuration management is the basic requirement of cms2 and should be emphasized by the company. Configuration Management is usually only visible to others in projects. In fact, not many people pay attention to it.
-- Configuration management is useful for R & D management and multi-version R & D management of large systems!
-- Configuration management is very helpful for the formation of the company-level organizational R & D capabilities and knowledge base!

7. identify who is a stakeholder and pull them into the water to work together. Note: The first thing is "recognition", rather than wishing to drag everyone into the water. There was a consulting project with tens of thousands of small orders. Two people had enough to do it. When encountering difficulties, they dragged others to work together. Finally, there were seven people dragging into the water, which turned into a mess.
-- Differentiate stakeholders, key and non-key, core and non-core, involved, and company leaders.

8. After determining the above principles and methods, someone should measure the process. Even one person's work should also measure. Only metrics can be monitored. Who love to say that things are hard to do now? Why? For example, I wrote five drafts of my work related to performance appraisal within 8 months, reported it three times with my boss, and discussed it three times with CTO, I have discussed with Director HR for four times, with the Personnel Specialist for one time, with the department manager for six times, and with the project manager/product manager for three times, an average of 2 hours/time for each discussion, and 2 training sessions included in the middle .... it is still fruitless. With this data, it is hard for me to do so. There will probably be no objection. I like to record data, which is a good habit I have maintained so far.
-- Measurement is a relatively high-level stage in software process management. This is really hard to do, but it cannot be done.
-- My opinion is to start with a simple process and start with the code review and quality, and measure the number and importance of bugs in the code; measure PM based on the project implementation process and plan.
-- First, measurement, with the data base, can do other things.

9. You need to find someone to objectively evaluate the results. At present, it seems that you only rely on customers to test the results, and the company's QA is ineffective.
-- In most cases, QA is not valued. Testing, as an important part of QA, should be independent, but will also be determined based on the company's scale.

10. it is necessary for your superiors to know the progress and problems in a timely manner. If the "superiors" are in a complicated management mode, they should be clear at the beginning. There are two phenomena, you can only report to the department leader. The project manager is not clear, or you can only report to the project leader. The department leader is not clear. When the pressure is huge and everyone seems to be unable to complete the task, they only need to seek help from their previous experience to discuss some "methodologies" and "never cut firewood by mistake.
-- The project director should report the progress and problems to the superior according to the report from the project manager. Only when the pressure and problems exist, you need to turn to your superiors to find corresponding human resources, technical resources and other help.