How to pursue the scientificity and rationality of project management

For enterprises, in the process of product development and project promotion, how to pursue the scientific and rational project management is appropriate? In a product development process, according to the framework background, project background, product background Three factors, comprehensive consideration of the current project management of the final plan, in order to ensure that "conducive to product development" goal. Three background is indispensable, less evaluation of one, more than a risk, silently buried in the implementation process, and difficult to be found again. Now let's discuss it together.

It is possible to comb the background of the three levels to make a comprehensive judgment of the root knot, assuming:

Schema background:

1, products, operations, visual three aspects of cross-sectoral cooperation;

2, different departments in the team assessment standards, promotion mechanisms, different team atmosphere;

3, the various departments in the team, not prior to the running-in, and work in different areas of products;

Project background:

1. The Fast iterative optimization state of the product on the initial stage;

2, the competitive market is very fierce;

Product background:

1, Community products, according to the online situation and demand changes, at any time to make product movements;

2, product responsibility system, plainly, is the product department, and ultimately responsible for the product;

Actual problems caused by the schema background:

Q1: Different architectural backgrounds lead to: different thinking patterns and personal visions between teams (architecture cannot be changed)

Q2: Different thinking patterns and personal visions lead to differences in detail and direction in the process of cooperation

Q3: The details and direction of disagreement, leading to: the cooperation process of excessive discussion and energy consumption, and the final decision on the implementation of the right

Q4: In the process of energy consumption, repeated by the product implementation of the final decision-making power, leading to: product accountability of the external performance is stronger, that is, product strength

Q5: Product strength, resulting in: Other non-product team members work less sense of belonging, increased work frustration

In the face of terrible Q5, how can we solve this problem when other non product team members complain?

PS: In the context of different architectural background, try to unify the thinking mode, so that the different team's personal vision and product vision in line. Can you do that?

A: Of course, you can use a variety of ways to unify the cross-functional, cross-regional team's personal vision and project vision, such as project advocacy, the team brainwashing. But the question is whether this kind of superficial thinking can really overcome the different architectural backgrounds. In the current product background and project background, I think it is impossible. This type of product and project background determines that the project is an entrepreneurial project (large companies also have countless entrepreneurial projects), this entrepreneurial project does not allow the core members of the project to focus on the development of team chemistry and Vision unity.

As many peers have said, the big companies to engage in entrepreneurial products, more difficult than the start-up companies. That's the reason.

Product start-up period, there is no strong tacit understanding of the big team, it is already dangerous. In the face of this difficulty, it is even more dangerous to choose a wrong way to die on the background of the architecture.

Here's a look at the pros and cons of various solutions:

Solution for Q5 1:

1, the establishment of a clear process of demand confirmation, tripartite or N side to jointly confirm, by the product organization, to persuade the parties, is the normal rules of the leveling differences, reduce the feeling of strong products;

2, the establishment of a clear Process control strategy, clear all aspects of time nodes and responsible people, and tracking the nodes, control the progress of the process, leveling the position of the product department and other departments to overcome the product department's sense of closure.

That is, focus on the rule of law.

Scenario 1 Risk:

Risk 1: Against the "product strength" and the process of design, leading to: cooperation in the process of demand recognition more rigorous, more frequent differences in discussion, progress control more flow, that is, "rigid demand, unnecessary discussion, mechanical process."

For example: Demand management inelastic, resulting in trial and error costs increase, so that the needs of all parties to put forward more cautious. Subtraction for demand is not based on stifling enthusiasm.

The frequent occurrence of divergent discussions leads to the gradual formation of the participating members to evade the differences of behavior inertia, or to the participation members in the meaningless details of waste a lot of time.

The process of schedule control leads to the contradiction between task quality and time node.

Risk 2: "Rigid demand, unnecessary discussion, mechanical process", resulting in: the cooperation between the various groups of the machinery, the process of cooperation in the social norms into market norms.

For example: I used to work with other team members to complete a piece. Now, I'm letting other team members finish a task for my product.

In the face of a reliable partner, I can relax the time schedule because of higher quality. Now, the time schedule of the rigid and divergent discussion of frustration, let me and he began to unconsciously evade the process of doing things happen.

Finally, cold market norms and unnecessary waste of time, resulting in: the reduction of iterative speed, product decision-making efficiency, impact on product health

Application conditions for Programme 1:

1, the parties to the product or demand to grasp the basic reliable ability, that is, have to convince others or be persuaded by others the basic premise.

2, product development tends to be stable. Stable market share, user group, competitive goods situation, decided that the product has no need for frequent movements, normal optimization speed has ensured that the product can be normal survival

3, across the region or across the department of the team to work more frequently

Solution for Q5 2:

1, in the communication process, the product team and other team core personnel to establish social norms, so that products and other aspects of the important role of a good base friend,

2, to avoid the unified thinking model and personal vision, and try to unify the team's immediate goals to ensure that the recent pace is basically consistent

3, good base friends in the work process between the product details and direction of differences, still implement product responsibility system, but the relationship between the base friends to ensure that the frustration of the feelings of the foundation is not shaken.

Namely: the emphasis on human system.

Scenario 2 Risk:

Risk 1: The human system process, the need for the implementation of a more complete "emotional response" experience, the implementation of a complex, need to be imperceptible.

For example, even for different cooperative roles, to adopt different ways of communication and collaboration to ensure the full play of the different cooperative role of the maximum efficiency and ability. This is very difficult, do not good words, the human system advantage to lose. For example, some people suitable for emotional stimulation, to the same work to cultivate a unified sense of identity and achievement, some people suitable for the process of cooperation, to the time to pay the job, less nonsense.

Risk 2: While ensuring efficiency and speed, the abandonment is institutionalized work precipitation and norms, not suitable for large-scale project team or products.

For example: The process of human system will inevitably lead to the majority of the responsibility of the people are not clear, or by the "human system implementation side" unilateral commitment, so that the key role of the ability to pass and quality, to ensure that the quality of the task output potential risk, in the surrounding team and project process of tolerance, and the Otherwise, the perimeter team must complain.

No system and process, resulting in most of the details can not be traced back and the implementation of the responsible person, it requires no system without the process of social norms, play a greater role.

Application conditions for Programme 2:

1, the product needs the rapid iteration, carries the intense competition environment, thus requests the project team efficiency and the quality first, other aspect second.

2, the product team size is small, each link between the communication and coordination of the complexity within the controllable range.

The timing of the product KPI and the way to make it have an impact on the product. The expectations of the project process, or perhaps a hidden KPI, need to be cautious.

In short, in the context of complex architecture, according to the project and the priority development of the product background, adjusting the framework of the various variables (assessment, personal vision, ability difference, etc.), to determine the "most conducive to product development" the best path.

If in this evaluation process, less consideration of a layer of elements, will be embedded in the process implementation of hidden dangers. On the surface, the process is smooth, the output quality is stable, the time node control is more rigorous, but it is easy to "smooth, stable, rigorous", and in the process of paying a greater time and energy costs. Where does the cost of time and energy come from? From the product. The process is done and the product is hurt. And, this kind of injury, but more easily in "smooth, stable, rigorous" of the applause and flourishing, was neglected.

These are human nature, always easy to make mistakes, not to say that the control can be controlled. For example, a product that is always able to meet a staged KPI in a high-profile way is definitely a product that is likely to hang out. In the stage of product development, the project process to engage in a "smooth, stable, rigorous" this vision, is also likely to be another kind of recessive KPI, as PV/UV, silently in the work process affecting the implementation of people's thinking, thus mapping to the product development itself.

Therefore, in solving the problem, must not only be directed at the problem surface to solve, still need to synthesize the "three background", comprehensive consideration, in order to reduce risk, analytic optimal method.

This requires immersion in the implementation of the details, research details, record the details of the real problems displayed, the right remedy, the safest.