First, active and effective communication.
The purpose of communication management is to ensure the timely and correct extraction, collection, dissemination, storage and final disposal of project information, and to ensure the smooth flow of information within the project team. In this process, the project manager is duty-bound to become the center and transit point of information transmission, while avoiding becoming the bottleneck of information circulation. I think the communication of the project mainly includes communication with business departments, communication with department leaders, communication among project team members (including communication with external resources of the project team), communication with outreach companies and communication with other brother departments (including CS Center and NFSJ Center).
1, communicate with the business department
Communication with business departments generally starts from the early stage of the project. In this work, I think there are the following points to pay attention to: fully analyze the needs of business departments and the key parts of the needs, and communicate with a clear aim;
. Let the other party know the actual situation of the project team to a certain extent (that is, to the extent that it is conducive to the work of the project team), first raise difficulties and enhance mutual understanding;
. In the communication of requirements, the expert position of the business may not be obvious, and the project team can participate in the discussion of business requirements more deeply if conditions permit, and even guide the requirements, that is, technology guides the business;
. Forming a virtuous circle in the process of the project is to actively explore the demand in the early stage, reasonably arrange the customer experience in the middle stage, and coordinate the verification and testing in the later stage;
. If the communication effect is not ideal, it is necessary to ask questions in time, seek the assistance of relevant leaders and functional departments at all levels, and reasonably borrow external forces to achieve the established goal of the project team-project success.
Here, I take the project of a project manager in BYXM department as a case to illustrate, "XX project", the final accounts of the reconciliation system involved in this project are 380 (person-days), the theoretical construction period is 7.8 months, and the actual construction period is 2.2 months. Involved: 6 systems. The estimated version defect density is 46 (the average value of ZX is 15.3). Finally, the project was successfully completed and put into production. Excellent business feedback, sent a thank-you letter, and also gave high marks in the last center satisfaction survey. In fact, the actual situation of this project is: | exam is big | consulting engineer | time is tight, the task is heavy, and the demand is not clear. It can be said that it is difficult to cooperate with the company because of business problems. However, from the beginning to the end of the project, under the leadership of the project manager, the project team always keeps close communication with business representatives, never delays in solving various existing problems, and sends the progress of each stage of the project to the project stakeholders every day to ensure the consistency of all aspects of information. The members of the project team, including the business people, have become a close-knit group in a short time, and the business people can understand the efforts made by the project team members and lay a good customer base.
In fact, in many cases, business people are not satisfied with the final delivery results of our projects. The key point is that our final delivery results deviate from their expectations in the context of lack of communication. If we can arrange business discussion, analysis and experience in the whole project life cycle, then we can actively adjust and improve the expectations of business representatives for our project and our system, so that no matter how difficult the final project is, the business will be prepared. At the same time, in the process of communication, they will certainly understand our practical difficulties and try their best to see our efforts and the final feedback from the business departments of such projects.
2. Communication with department leaders
In the process of project management, communication with department leaders is inevitable. Under the current matrix structure management mode of the center, the authority of the functional departments is greater than that of the project manager. The project manager will constantly deal with the managers of various functional departments in project management, and the project manager will regularly report the project situation to the leaders of his department to seek project support. I think the communication with department leaders should pay attention to the following points:
. The email seeking support must clearly describe the key points of the problem and what specific support the leader needs, give the leader 1-3 choices according to the specific problem, and point out which choice the project team prefers and why, instead of directly throwing the problem to the leader;
. We must clarify the power and role of leaders at all levels. When solving problems, we must find the key leaders on the key path, avoid releasing information to multiple leaders at the same time, increase the communication cost between leaders, affect the efficiency of solving problems, and increase the difficulty for leaders to coordinate and solve problems.
. For some problems, don't blindly compromise with leaders, and don't blindly do projects that are actually impossible to complete. This is not only responsible for the work, but also for the leaders and the project team.
3. Communication with project team members
For project managers, large-scale projects mainly communicate with professional managers and architects of various applications. Here I use my own project to illustrate some problems that need attention.
During the system test stage of XX project, the development manager and the test manager had a dispute over the number of submitted test questions. The development manager thinks that the test department has submitted too many duplicate questions. The test manager thinks that the project office gave the test benchmark value to the test department, and she implemented it accordingly, and she thinks that the development manager is biased towards developers and the answer to the question of refusing to modify is too simple. In view of the above situation, I first learned about the benchmark value, which is the reference value of the number of questions per 100 function point given by the project office according to the historical data of each application before release. For example, in the parameter management application involved in this project, 13 points 100 function points have multiple questions, but this is only a reference value, and it is not necessary for the test manager to control the number of questions based on it. At the same time, go to the test manager to understand the actual situation. Some questions are indeed the same, but the requirement of BYCS department is that you can choose the same question when replying, but don't call back directly to refuse to modify and declare that it is the same question. This is also repeatedly emphasized by General Manager L in the testing department, so in this case, the testing manager will never agree to shut down. At the same time, I learned from the developers that developers are very disgusted with asking multiple questions about a common module. When modifying the program and filling in the question list, they must fill in multiple records. Moreover, the feedback from the development manager is that there are not many repeated questions submitted by other testers, but the test manager himself has submitted a lot, which feels that the test manager is intentional. In view of this situation, after communicating with the development manager and the test manager, I put forward the following requirements: first, in order to ensure the progress and quality of the test, the problems found in the test should be raised, but it is not necessary to take the value given by the test benchmark as the test standard, but to take the actual situation as the standard; Secondly, developers and testers should communicate more to avoid the situation that a common module raises multiple questions from the source. However, if a problem is submitted, the developer will treat it as the same problem and will not refuse to modify it. I also told the development manager that the number of valid problems in the project would not be affected. At the same time, for the sake of personal face, I communicated with the test manager alone and asked her to avoid submitting too many questions of the same type. You can say hello to the development manager before submitting. In addition, I also asked two professional managers to consider whether a harmonious working atmosphere or a working atmosphere full of gunpowder is better for both sides, because all the lead cooperation projects after the application involved in the project are coordinated by two professional managers. At present, the system test of the project has been completed 85%, the average problem solving efficiency is less than 2 days, and the number of problems is controlled at about 800 function points. Both the development department and the testing department are satisfied with the result.
From this case, I think the key is that the project manager should not jump to a conclusion after receiving all kinds of information, because this conclusion is likely to be one-sided or simply wrong, and should effectively confirm the information. At the same time, in the process of communication, the project manager should switch positions reasonably, sometimes from the position of the project and sometimes from the position of the professional manager. The last point is to adhere to the principle of fairness in the process of project management, be impartial to the application involved in the project, and only talk about the solution of the problem, not the rest of personal problems.