(1) Case:? Case author: Member Dalian Far East Computer System Co., Ltd. Li Hong I am in charge of a software development project. We are a newly formed project team. The project manager does not understand the abilities of most of the members. In this company, the project manager does not have absolute rights to form the project team, and can only use the people assigned to it. Faced with this situation, as a project manager, how should we understand our project members and then assign appropriate work appointments and task assignments to each member? Please help analyze and give good suggestions. (2) Expert comments Expert introduction: Xu Jianglin obtained the first batch of PMP qualifications in China. He has served as project evaluator, project manager and senior project manager in Qingdao Haier Group, Lucent China and HP China. He has more than 10 years of project management experience and has long been engaged in government, telecommunications and intelligent system integration project management. Mr. Xu serves as a senior lecturer in IT project management at the Project Manager Alliance, and has served as a distinguished lecturer at HP Business School. Mr. Xu has written and translated titles including "Visual Project Management", "Wideman Project Management Vocabulary Handbook", "The Best IT Project Management History" and other books. He has published many project management articles in media such as China Computer News and China Business News. Mr. Xu has worked for the IT Department of Pacific Insurance Group, Founder International, Bank of China Software Development Center, Beijing NTTDATA Data, China Electronic Port Data Center, Capital Airport, Gaoyang Sonsi Park, Great Wall Broadband, Beijing Wanweihua, Baosteel Group, Lingtu Software, Blue Topology Electronics, Shandong Taihua Telecom, etc. Xu Jianglin’s comment: The project team is a temporary team compared to the functional departments, so it is common for the project manager to not understand the skills and background of the members. In a matrix organizational structure, the project manager does not have the power to select all project members, but the project manager is still responsible for the results of the project. In this example, the recommended methods are: (1) First decompose the scope of the project, and then create the OBS [Organizational Breakdown Structure] of the project team based on the WBS of the project to clarify the roles required in the project and their respective roles. responsibilities. (2) Next, conduct internal job recruitment within the project team, and ask team members [all members assigned by the leader] to choose the most suitable position for themselves. (3) Based on the skill requirements of each position, the project manager invites other key stakeholders to interview the members [a written test can also be added if necessary]. (4) As a result of the interview, if some people are qualified, they can be employed. Some people are not very qualified, but can be improved in the short term, so develop self-study and training plans for these people, or a group-for-one plan. There are still some people who are not qualified, or suitable people have not been found for some positions, then the project manager must make a request to the project director to replace or add suitable people. (5) In this case, there are two points that require special attention: a) There are potential problems in the project. The project manager should raise them to his superiors. Hiding problems will cause more serious consequences. However, before proposing, the project manager should conduct a detailed analysis and take necessary measures. For example, in the case just now, the project manager can recruit internally first to find the specific problem [that is, which positions are lacking people]. Instead of not analyzing the situation and leaving all the problems [the personnel's skills are not understood] to the superiors. b) Don’t understand the team members. In this case, the project manager should be more granular in management and adopt a leadership style of ‘more work behaviors and less relationship behaviors’. That is to say, more specific guidance, monitoring and supervision of members' work should be provided, and excessive delegation of authority should be avoided. It is necessary to manage not only the goals and results of the task, but also the process and steps of the task. At the same time, the project manager should also take the initiative to hold some team building activities to improve the understanding and trust between members, thereby improving the efficiency of team collaboration. As the team matures, the project manager can appropriately adjust his or her management style. (3) Netizen comments: Analysis 1: Topic: Face-to-face assignments Members: Long Qi first communicate fully, and based on your communication with each person, initially determine their abilities, then break down the tasks and assign them Be sure to explain it face to face to each person who accepts the task, and confirm that he can complete it alone. You must also correct his own judgment based on your judgment. After the task is completed, be sure to pay attention to progress tracking to determine the person's ability. After a period of time, you will understand each person's capabilities and you can clearly assign tasks. At the same time, what needs to be done is training. Efforts must be made to train potential personnel, which will benefit the work even more.

Analysis 2: Topic: Pay more attention to project progress Member: wishmadison 1. The work breakdown should be as detailed as possible, and the goals must be clear. 2. Hold a meeting to discuss, and ask project members to put forward their own suggestions and which part of the development tasks they wish to undertake. 3. Preliminary division of labor and Solicit the opinions of the project members again, and formalize the division of labor after modification. 4. Ask the project members every once in a while about the project progress, demonstrate their preliminary results, and make appropriate changes at any time if there are any problems. Analysis 3: Topic: Improvement Human resource management is a key member: Problems like Zhang Jiwang's are actually not a problem for companies with relatively complete human resource management. As a project team, what do project managers need to know most? It is nothing more than a relatively detailed personal resume of one's own project members. For example, member A is honest and down-to-earth. What questions will he take on the exam? As a project team, what do project managers need to know most? It is nothing more than a relatively detailed personal resume of one's own project members. For example, member A is honest, down-to-earth, and considerate, but his thinking is not active and his awareness of innovation is not high. Judging from his recent project experience, he has no outstanding achievements, but he does not make too many mistakes. Then you have a deeper understanding of member A, and it will be obvious what position he is suitable for. As for a complete human resources system, these relatively detailed personal personality information, personal project experience, as well as the leader's overall evaluation of an employee, the overall development of the individual, etc., should be recorded in detail, so that it can be considered as a human resources system. There's a lot of turnover, and it doesn't matter if projects are interleaved. Because there is a factual basis. If there is no such complete archival information, the project manager will have to spend a lot of energy and talk. Targeted one-on-one conversations, personality tests, project discussions, etc. are all more effective methods. In addition, consulting other people's opinions may help you get more relevant information. As a reference, please advise. Analysis 4: Topic: Meeting is a better solution Member: Zheng Chengman 1. Explain the goals of the project 2. Meet to let everyone talk about their views on the project 3. Break down the tasks of the project so that everyone can carry out appropriate tasks Decompose and make suggestions to see everyone's understanding and opinions, and understand the skills at the same time. 4. Hold meetings in groups (if the project is relatively large) to get an understanding of everyone. 5. Preliminary division of labor and run-in. 6. Make adjustments as needed. In fact, all PMs will encounter members they don't understand. Analysis 5: Topic: Respect personal wishes, refer to abilities and past experience Member: Wang should design a resume to be filled out by individual employees, simple and clear (insignificant things such as nationality, date of birth, etc. can be omitted), focusing on filling in the past two years The projects and positions that you have been engaged in for years, your personal understanding of the project, what position you want to be in after entering the project (you can have two to three aspirations), and you must explain what measures and methods you plan to use after taking up this position to make yourself qualified for this position. The work serves the overall goals of the project to the greatest extent possible. Position arrangements are made based on what each person fills out and the actual situation of the project. By the way, those who fill in the form carelessly or perfunctory should lower the standard arrangement. Analysis 6: Question: Member: cectanjing Not understanding the capabilities of project members is the biggest problem encountered by first-time project managers. I think we should still work together and not beat them to death with a stick. No one's ability can reach the sky, and no one has no potential. The key is to integrate and brainstorm, so as to achieve results. Analysis 7: Topic: Work Decomposition Member: Xu Gaoming I think that since we don’t have enough understanding of our own personnel, we need to decompose the work as well as possible. Because a good and detailed work decomposition will make us more clear The ability requirements for each task. On the basis of detailed decomposition, the project manager can design different questions for different tasks for employees to answer, thereby selecting more suitable candidates and arranging suitable work. Do your duty! Analysis 8: Topic: Efficient individuals are the key to project success. Member: HSP First of all, I think efficient individuals should be the key to project success. The project manager himself has the responsibility to secure excellent resources for the success of the project. Corresponding to the specific requirements and WBS of the project, hold a meeting with the existing resources to find out in detail whether the current resources meet the needs of the project. If not, you must apply for new resources, which is related to the success or failure of the project. In addition, the project manager has the responsibility to build an efficient project team and meet the reasonable requirements of members. Analysis 9: Topic: Results Orientation Member: Wu Minggang The decomposition of project tasks, WBS, should be output-oriented, not personnel-oriented. After determining the WBS, you should communicate with your superiors. The project manager's own responsibility is to secure and utilize resources. The project manager is not a leader and has no responsibility to train employees. The project manager's goal is to complete the project. Therefore, first determine the WBS, and then let employees find their own positions. Those who lack functions must seek them from their superiors. Analysis 10: Topic: Capability Matrix Member: Cheng The capability matrix is ??a feasible approach. In the matrix, the rows are capabilities and the columns are people. The first priority is, what capabilities are needed for the project. During the preparation process, try to be specific and analyze your capabilities clearly so that project members can understand and support them.

From the case description, it can be seen that personnel are uncertain and not at random. Therefore, when selecting project members, a competency group should be established. By combining some abilities and satisfying most of the projects in the group, you can be competent. From a management perspective, work is assigned to incompetent comrades so that members can be motivated and the organization can have a personnel capacity development plan.