Before I joined the company, our boss found an acquaintance of his to form the project team. In the process of recruiting members, I participated in technical assessments and interviews, and he made all personnel decisions.
But he himself works as a project manager in another Internet company, and he rarely participates in the direct management of the project, on average, he comes once a week. Every time the boss asks me about the progress, he will ask me for the progress. Invisibly, I assume the responsibility of following up the progress of the project. Because it was the first time that I participated in a project from 0 to 1, and I had never done project management before. Given such an opportunity, I took the initiative to undertake this task myself.
However, when we encounter a situation that is about to be postponed, I want to change the current status quo, solve the postponement situation, and promote the implementation of process management; or give some specific suggestions to the technical team members; although the technical team members can listen to me Yes, but it doesn't work very well.
Take a specific event as an example: whenever there is a delay or even a delay, I will urge the technical team members to speed up the progress, but sometimes I urge a few times and it seems that the effect is not very big, what should they do? , when it’s time to get off work, there is no sense of urgency when the project is postponed.
Breaking the game
Because I was the chairman of the social association managing the school before, and I didn't encounter such a situation when I was managing it, so I was thinking about the reasons.
When I was solving a problem, I followed the four-step method taught by Mr. Qu Kai: the first step, to clarify and understand the problem; the second step, to split and locate the problem; the third step, to propose a solution; The fourth step summarizes the problem.
Here's what I did:
Step 1: Identify and understand the problem
After analysis: find out the problem: the Latest Mailing Database developers are not very cooperative; the team process management has a lot of resistance, and the team's execution is low;
Step 2: Split and define the problem
When splitting and locating this problem, I laid out all the elements involved in this problem, and then drew it and drew an organizational chart; (For this project, the current participants are the project manager, boss, Me, and the technical development team, except for third-party support.)
The structure diagram is as follows:
After finishing the organization drawing, I found that there is a big problem here. As a product manager, I assumed the responsibility for the progress of the project, but I did not get the explicit authorization from the project manager and the boss.
From the power point of view, I have no coercive power or reward power in my hands, because "if the name is not right, the word goes wrong", so the exertion force on the technical team is comparative.
This is a typical problem caused by "inconsistency of rights, responsibilities and rights".
Step 3: Problem Solving Method: Need to adjust the organizational structure, I need to be clearly authorized
Specific process: The next day, I invited our project manager over and told him the actual situation in private and how to solve this problem, and he agreed. After two days, he invited everyone to dinner on behalf of the company and made clear my authorization to everyone. After authorization, the adjusted organizational chart is as follows: