Seven Deadly Sins project manager Bashny.Net

The lack of ambition h4> dimly projects are not made. RP must clearly understand their own motives, why he took it for this project. If the only answer is - "because it instructed", you know that sadness and gloom on the horizon.

RP, starting a new project, putting at stake the high price - its reputation. Therefore, it should be clearly understood what prize he will receive upon successful completion of the project. The goal should be significant enough to desire to achieve it could support the ER status of permanent combustion from start to completion of the project. Do not expect that someone on the team will be committed to the project more than its leader.

Self-sufficiency h4> If, after the conclusion of the contract to develop the software, RP plans to the next meeting with the customer acceptance tests, it is a direct route to the sadness and despondency.

Perhaps someone thinks that the success of the project is the implementation of the program 100% of requirements for the appointed time and within the allocated budget, it is not so. The project's success is living in people's minds. Success is primarily customer satisfaction.

The degree of satisfaction - a subjective value, which is the ratio of subjective evaluation of achievements to the subjective evaluation of the same expectations or needs.

Must constantly manage customer expectations and build him an adequate assessment of the reported results. RP should work to ensure that the customer is constantly felt a sense of satisfaction from the beginning of the project until its completion.

Should always sell your project to involve the customer in the work on the product. Receive comments and fix them. Make the customer co-author of your result. What parent does not love the child, whom he had raised.

A passion for progress h4> RP strive to realize at first how much light requirements to demonstrate the rapid progress of the project. "Clarification of the objectives, strategy development, planning, analysis, design - it then!»

Pareto's law as applied to software development states that 80% of the value of development due to only 20% of product requirements, without which the implementation of the product for the customer is simply unnecessary. Other requirements are, as a rule, so-called "embellishment" of the part which the customer often can refuse to receive the product in time.

And there are still architectural risks. Pareto's law applies here. 80% of the consumption of resources (time and memory) necessary for 20% of software components.

Management should focus on risk reduction. Therefore, the highest priority should be given to the important customer and architecturally significant requirements

Expertise h4> Treat yourself to the most competent team. Loopback decision-making on all issues on the structure of the database tables to the color of the font in the interface. Instead of explaining what to do, the constant guidance on how to do it. The imposition of their own ideas. "I think - it's my job! Just do as I say! "The lack of delegation in any form. Strict control of all work through active personal observation.

Delegating decision-making to others is perhaps the most powerful and most effective of all the tools available head, the best indicator of good governance.

Delegating is impossible without mutual trust. Trust - is the highest form of human motivation. It brings to life the best that there is in man. Anyone who delegated management, becomes the boss himself, his own conscience driven towards achieving agreed outcomes.

Love for Gant h4> The belief that the project schedule of 100,500 positions with ten levels of hierarchy - is the path to success. It remains only to properly track the progress of tasks.

Availability of detailed Gantt charts have not yet been saved from the catastrophe of any project. Because "the disruption is not in the closet, in the minds of devastation," as Professor of Transfiguration.

Therefore, the Republic of Poland, who during the working day is not communicated with each of their direct reports, nothing gets their money. And not necessarily to be talking about the status of ongoing work. You can talk about yesterday's football (What # $% ^ & * !!! Brazil-Germany 1: 7!), Or the health of a loved one hamster.

Diligence h4> It makes no sense to force programmers to work more overtime to arrange rush jobs and Saturdays. Work harder, it does not mean - to work more productively. Vice versa. Excessive pressure and vanity lead to uninformed decisions and numerous subsequent alterations.

"A well-managed company - it is a peaceful place. But "factory, wherein" tireless "work and" labor heroism "of workers who catches the eye of any visitor is actually a poorly managed» © Peter F. Drucker.

This RP should be fairly lazy. He must constantly monitor and evaluate the effectiveness of all processes used in the project. "What we are doing too much?" "What can be done easier?" "What threatens the project?". Work to reduce unnecessary effort instead of "strive for new heroic victory."

Faith in motivation h4> The belief that, if properly motivated, all people can change.

Money, profit, comfort, and other such incentives are factors "hygiene". Their absence can make programmers to update resume to hh. However, they can not force people to love their jobs and give them the necessary internal stimuli, which can not be influenced.

Employees come to the company, as a rule, not because they are committed to its mission. And not in order to earn more money for business owners. Working in a particular company, participating in a particular project, each employee strives to achieve their personal goals.

Successful project team is a team of winners. Programmers do not have to manage. RP task - to guide people and help them to achieve their personal goals. A successful project should make a winner of all participants.

Source: habrahabr.ru/post/229233/