Technical Management Problems for Small and Medium Management Software Enterprises

1. The development and maintenance work is blind, the goal is not clear, the Guiding Principles are not clear, and the work methods are not scientific. If you have something to do, you have nothing to do.
2. There are many people who can talk about and few people who can do it. There are many problems and few people know how to do it.
3. R & D goals focus more on selling points (and low-level) and focus less on solving the original drawbacks and contradictions. As the product continues and upgrades, the larger the user base, the more disadvantages they accumulate, the higher the service volume, the higher the personnel occupation rate, and the higher the personnel requirements.
4. Services of all products are not classified and the same service standard is required.
5. There is no design exit mechanism for products during unsalable and recession periods
6. Projects that can generate short-term profits have the highest priority. Other projects, such as product R & D and service support, must make way.
7. Inter-department interest competition and resource competition, imperfect mediation and control mechanisms
8. R & D investment pays too much attention to costs and short-term benefits, requiring cheap personnel to be available upon recruitment. The company's atmosphere is rather impetuous.
9. Too much emphasis on people's initiative and enthusiasm, but the lack of appropriate culture, influential personnel and supporting means to achieve this ideal is basically ineffective.
10. Emphasize improving personnel efficiency. However, the first problem is that the efficiency of competent people is inherently high, and the efficiency of those who cannot do it is not high. Secondly, this awareness further strengthens the dependence on individuals.