Trust-problems that cannot be ignored in Software Project Development

Trust seems to have nothing to do with software development management, but in fact, trust has a great impact on the software development process. Let's talk about these ideas and causes and how to gain trust.

A manifestation of distrust of developers:

Performance of leaders and customers who do not trust developers:

1. Developers are required to go to the site for development. When development and use are not at the site, users and leaders always require developers to go to the site for development, this is also one of the reasons why developers need to travel a lot.

2. Overtime work seems to be related to the total overtime work of software developers. In fact, overtime work is also a concern of customers (including leaders) about whether tasks can be completed on time.

3. Shorten the planned duration. Every time a development plan is made, the time required for developers is always short. Developers always feel that the task cannot be completed. If there are more leadership levels, the more time the SLB is cut, the more time the SLB is cut to prevent risks.

4. Actual means, such as closed development, dispatching special inspection personnel, and leading others' concerns.

Analyze the general reasons for developers:

First of all, whether the customer or the leader wants to treat the developer with a skeptical attitude, but because the actual situation of IT development is that our customers have doubts about the developers, discussing these causes can help us avoid these problems:

I am not familiar with one person, and the IT industry has a large turnover problem. Even if a unit has a turnover rate of 10% every year, I have met several times, in the past two years, all developers in the Organization have basically changed their understanding of new developers, which will inevitably result in customers' suspicion and distrust of developers.

2it projects have a high failure rate. Many developers think that their projects have not failed. After all, they need to develop things, but whether the system has slowed down and whether staff funds have been overspent, whether the customer is satisfied with our system, whether the system meets users' needs, and whether the system has scalability and maintainability. The simplest thing is whether a project makes money (including development and maintenance ). Developers do not consider this. This kind of IT project seems to have succeeded but actually failed, causing the customer (LEAD) to have no trust in the developers.

The so-called high-tech nature of the 3it project has led developers to focus on technology-less management. Currently, technical staff are keen on learning a language, learning architecture, and debate over Java and C, but they do not care about what the customer needs or management. This kind of passion is about displaying a certain technology, rather than imagining how the technology can serve the customer, this makes the developer development focus much different from the customer's needs.

4. The lack of project management processes leads to the distrust of developers by the customer (the boss. Software Project development involves many aspects, such as project scope management (software requirements), cost management, progress management, quality management, communication management, human resource management, contract management, and risk management. In fact, the software engineering theory also involves the vast majority of project management content, but unfortunately, our developers' attention to software engineering is far less than the concern for a pure technology, the management of the aspects (such as scope and risks) that should be concerned with the software project in the learning of software engineering is far from enough.

5. Lack of success stories.

6. Excessive rights. The blocking of information during the development process is inevitable because the communication channels are not smooth, and the customers, bosses, and superiors are not familiar with the project progress, this will inevitably cause these people to worry about losing control of the project. This will inevitably lead to a lack of trust in developers. Think about one thing that may be of great interest to you (for example, taking a college entrance exam ), however, you are totally uncontrollable and knowledgeable about this matter (for example, when you fail to score after the university entrance exam). It is not difficult for you to understand the feelings of customers and bosses.

7. criteria for judging the importance of units and departments: What are the criteria for determining the importance of a person to a company or department? In my opinion, how many projects have you completed, instead of how many projects you are working on. Specifically, a company is an economy after all. Its survival and development are measured by the profits that individuals and project teams bring to the company. This standard, even if not stated, is the only one, developers should not underestimate this standard.

8. The problem is always hidden because the problem is exposed at the most critical time without a solution. It was revealed at the final launch, and there was no solution for the developers. The leaders and customers were wide-eyed at the meeting. Did you say that the leaders would trust you?

To address the above questions, let's talk about how to gain others' trust and enhance others' trust in you.

1. First, I suggest you do not change jobs frequently, not to say you do not change jobs, but you must know some screening criteria during recruitment, such, if a person does not work in a company for less than two years, he or she generally thinks that this person does not work in combination with the company culture. if he or she does not work in a company for less than two years, it will think that this person has no way to cooperate with others, so the possibility of this person being hired is very low. If another person is working for only a few months, we will think that he doesn't really understand the system he is developing and has no benefit to your project experience. Therefore, I suggest you select a new unit, check whether your resume has these problems to prevent your resume from being filtered out in the first round.

2. Everyone knows the high failure rate of IT projects, but I'm afraid no one knows the reason, the main cause of IT project failure is demand (foreign statistics account for 75-80%). Therefore, how to obtain real demands is the main problem, so the importance of demand research is much higher than the so-called development choice or the use of a certain technology. By the way, the scope of the project is spreading and unclear, it is also a major cause of failure in other non-IT projects. Therefore, in a larger project management scope, project scope management (specific to it is the requirement) has always been the top priority of project management.

3. It seems that IT people always advocate their own technologies. In fact, if you want to achieve your goals, you must have certain rights; otherwise, you cannot achieve your goals and what is right, some people think that it is a job. In my opinion, the so-called right is the amount of resources you can use. To use these resources smoothly, we need you to lower your head to treat everyone around you equally and get help from them to talk about how the company's resources really turn into the resources available for your project. There is an old saying in China: county officials are not as competent as they are. If they treat non-technical personnel around you equally, they will give you unexpected help, which sometimes plays a key role in the success or failure of your project.

4. Do a good job of communication management. The difference is that it is not a simple meal. Do you think your boss need your feedback? Who can't afford a meal for Communication Management, first, you need to give your boss and customer a feasible plan, and then regularly report the actual work to them. When your boss and customers see that your implementation is constantly improving according to the plan, how can they trust you? communication also plays another role, even if they report problems at work, prevent problems from becoming risks, get help from others in a timely manner, and do not turn them into risks that no one can resolve. In this way, it does not play any role except to increase others' trust in you.

5. Do not place too much emphasis on positions. Positions and rights are two different situations. As an intermediate Manager, do not impede legitimate information exchange. Your personnel communicate with other personnel. If it is helpful to the project, why should it be blocked. You need to know that personal technological advances are sometimes in casual chats. In addition, there is no need to become a bottleneck for information exchange. If you become a bottleneck for information exchange, it will not be long before you leave office.

6. Do not take up too many projects. A person's manager is limited. If you do not have one, you should take care of a project and a department, one of the key points to gaining trust is that you have finished several projects, and the project is good. If you have occupied several projects and these projects make the boss never see the hope of completion, you cannot gain his trust either. (He may trust you at the beginning, but this trust will not exceed half a year ).