"Planning comes from thinking, results come from action" even the best plans need to be executed, and even the best teams need to be monitored. in project execution and monitoring, the project manager needs to do two types of things, one is to manage the project, the management of project performance, and the other is to manage people, the management of the team. the first type of thing is relatively easy, as long as you understand the necessary technical knowledge, have a complete project plan, and proceed as planned. the hardest part is the second category, how to manage the project team.
Due to the development background of our country, most of the project managers in most enterprises are technically born, very familiar with technology, and very unfamiliar with management. the biggest challenge is how to change from technology to management, how to make a change in thinking, ability, and behavior. the things you need to do in this process are:
1. Execution plan
After the plan is written, the project manager needs to distribute the plan to each team member, and then provide the members with the resources they need, and the members begin to execute the plan. unless the project manager is still in a technical role, there is usually not much to do, and if you are working very hard at this stage, it is usually because the plan is not good enough.
2. Team building
First, the project manager needs to understand the stages of team development (formation, oscillation, norms, maturity), and secondly, the project manager must be familiar with the various leadership (guidance, coaching, support, empowerment), management style (democracy, dictatorship, freedom, bureaucracy), and adopt the right style at the right time. in addition, difficulties, setbacks and blows are inevitable in the progress of the project, and the morale of the team members will be low, which will seriously affect the performance of the project. at this moment, the project manager needs to use various means to motivate the team and make the team full of energy. the key to motivation is a few points: first, to motivate others to motivate themselves first; second, you must understand people's motivation to do things; third, to use appropriate incentives according to the specifics of team members; and fourth, to motivate at the right time.
3. Management team
No matter how familiar the members are, there will be friction, and no matter how good the team is, there will be conflicts. the project manager must understand the common causes of conflicts, be familiar with the common conflict resolution strategies (problem resolution, coercion, retreat, compromise, reconciliation, cooperation) and the timing of use, be able to quickly resolve conflicts that arise in the team, and pay attention to the basic principles of timeliness, privateness, and cooperation. timely is the sooner the better, because when the conflict begins, everyone will not be emotional; privately, do not give each other face in formal occasions, do not let the other party not come to the stage; cooperation is in the spirit of solving problems and making progress together, not to hold anyone responsible, to prove who is right, who is wrong.
4. Acceptance results
Many people will misunderstand that the acceptance of project results is the end of the project, but in fact, in the process of implementation, the completed results can be accepted at any time. acceptance consists of two steps, one is whether the quality meets the requirements, and the other is to be approved by the stakeholder (usually the superior). in a real project, it is very important to be recognized, because only after approval can payment be requested.
5. Monitor risks
During the execution of the project, the project manager needs to pay close attention to whether the risks that have been identified are occurring. are the risks that occur to you addressed? has the response been achieved? new risks also need to be identified. in practice, it is necessary to hold regular risk meetings to achieve the above objectives. the number of specific meetings needs to be determined by looking at the stage of the project and the scale of the project.
6. Respond to changes
Change is inevitable, and in order to cope with change, we need to change the project plan if necessary. while the project is in progress, the environment of the project may change, so that the previous assumptions no longer hold, or because of the risks that have occurred, the project's plan may need to be adjusted. this requires determining the process of change at the start of the project, the organization of change approval (in large projects, the change control committee is usually composed of senior management), and the documentation system of the change.
7. Make good use of tools
The rational and effective use of project management tools not only allows us to work in an orderly manner, but also ensures the achievement of project objectives to the greatest extent.
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