The Best Way To Build A Project Team

If you are just a project manager, there is no way for your company to get a raise in your position, such as a salary increase, a holiday or a reward, and so on. You need to look at this article. Although my efforts in this area have little effect, I would like to discuss some of my achievements and future ideas with you. I can make the most important first step in "I am for everyone".

How do you motivate your project team in your current position?

First, cultivate a sense of intimacy with the project team members on the same front.

Usually, there is a problem in a project. At the project meeting, the leader will count the wrong items.

Ask.

As a project manager, in your project, you should take all these responsibilities, whether it is software or hardware, you must first nail the problem to one person, that is the project manager, because that is your responsibility, it is called "Problem Stop Here! No Go On".

There are three advantages to doing this.

In front of the leader, you are a responsible person. You can be more accountable to the future. You can be more confident in the future. In the face of team members, you are a man of courage. You are a trustworthy person. 2, the team members will feel that even if it is not your responsibility, you will also assume responsibility for him. He will also consider whether he will treat you in the same way. It will be easier to communicate and may become a good friend outside the working relationship. 3, team members know that you are under pressure to make them more willing to solve their work problems. They will repay you in a very positive way, and may also give you some loyal suggestions to make future work more smoothly. 1

I once admit to mistakes before my boss, one is the poor management of Pearl River lighting, the other is the supervision of children's hospital is not in place, so I am now hosting the biggest project so far this year.

During a call with the boss, he said, "I feel relieved when you go," which makes me feel very gratified.

When colleagues in software development fail to find a reason on a problem, the hardware pushes the problem to the software, which makes him feel very annoyed.

Later we tested a lot on the client's site, and we didn't find problems in the software. So that afternoon we talked for a long time, from the company's system to the individual initiative. He gave me a lot of sincere suggestions, and suggested that it should be implemented in the future project.

In the evening, we had about two people, and then we cooked together, we had dinner, we talked.

This makes our relationship even further, which makes me feel that his usual punching remarks are because he is not in the mood to say that there is no specific target for a particular person.

Two, let project team members not waste time in kicking balls, so that he will not delay your time.

I learned this from my current department manager.

You should create a quiet environment for your project team so that they can calm down and do their job well.

Our projects often involve collaboration among different members such as software, hardware and machinery. One of my colleagues in circuit design told me "I can't tell them clearly" when I listed the list to PMC, so I asked what it was.

After knowing that it was the two updated list, PMC did not know which one to use, and my colleague thought she had made it clear that PMC was deliberately trying to embarrass her.

So I immediately called PMC to explain to them what happened. I said the first checklist was used to test whether there was any problem with the circuit board. The second list was for the preparation of materials, and it was also a list of real needs, and PMC immediately began to shake it up.

Then I chatted with my colleagues. This is actually a matter of speaking more and more. No matter how she can avoid contact with PMC, this is the need for her work.

As a matter of fact, a colleague who designs a design usually does not focus on how to speak. In fact, people who have many rich experiences do not have the ability to communicate well, but different ways of conversation can really change the image of a person in people's mind and influence the effect.

Three, work with them not just to become a "dragon", but also to deny others' thoughts.

A person who works as a project manager can not be proficient in all aspects. Maybe he may have been pformed from a certain technology, but he is only proficient in that area, so he will often encounter problems in other fields.

Problems are impossible to avoid. They can only be reduced as much as possible. When they think about solving a problem from their professional point of view, you should give full consideration to other people's thoughts and feelings. You can't take the sentences "no, wrong, impracticable, you don't understand". It's so arbitrary that your team members will think that he is not important in the team, or is not worth considering.

Even if your grasp is 100%, you should use these statements, "maybe this is better, is it OK, my idea is like this, I have encountered the same problem before".

If your players really insist on the wrong solution, do not prevent another person from discussing it. That will do. No matter whether it is used in the end, it will make others feel that you are communicating with him instead of using the position to press him.

Four, share your experience with others, and recommend the competent people.

When I was in school, the teacher once said to me, "you go to the network management center, those people will not have reservations about you, but when you work in the future, others will think a lot about it, script src=>