Before that, the personnel were usually applied by you or assigned by your superiors, so you must know which department he was in. When you meet him for the first time, you need to get familiar with him. This familiar process is a process of mutual understanding. As a project manager, you should know everyone's temper, specialty and work style, and also pay attention to whether there are personality conflicts between them, so as to nip in the bud.
After the personnel are familiar with it, as the project manager, you should tell everyone that you will work in this project team from now on. I hope everyone in Qi Xin will work together and cooperate sincerely. Everyone should maintain a United attitude and let everyone know that the success or failure of the project is related to everyone, and the responsibility is everyone's, so appropriate encouragement is still needed.
2. Discuss the project.
After we get to know each other, we should discuss the content of the project, including the background, objectives, difficulties, available resources and so on. And ask everyone to speak and analyze the project according to their different experiences and viewpoints, so that everyone can have a more comprehensive understanding of the project, instead of directly entering the third step of work allocation. This is the mistake that project managers often make. Arrange work for project members according to their own understanding of the project, and ask them to have the same understanding of the work as you, but this is unrealistic, because the understanding of eye-catching information between project team members and you is asymmetric, so only when project team members have more understanding of the project can they comprehensively look at their work and see the impact of their work on the upstream and downstream, and then they can better handle their work tasks.
3, the problem of work and responsibility distribution
After clarifying the basic situation and significance of the project, it is necessary to decompose and allocate the project work distribution and responsibility distribution, which will be described in detail in future articles. This step should be allocated according to everyone's specialty and the situation of the project itself, and it is best to do what you can. It is best not to disagree, and if there is one, you should say it in advance.
4. Determination of communication mode and conflict handling mode
Before the formal implementation of the project, it is necessary to specify communication methods and conflict handling methods. If it is a team charter, everyone should follow this.
Because if the project cycle is long and personnel are temporarily transferred, in this process, members may have conflicts due to unsatisfactory work or personality conflicts or other reasons, so some treatment methods should be stipulated in advance according to different problems and treated separately.
Discuss work issues openly, don't express your dissatisfaction privately, and don't suppress it even if you have dissatisfaction, because although you are angry, others don't know why, and you can only sulk by yourself, which is very bad. As a project manager, you should grasp these mentality in time.
Personal problems can be handled in a relatively subtle way, such as email. In the process of work, I ask everyone to write an email when they are very dissatisfied with someone, vent all their dissatisfaction, and then send it to themselves and read it the next day. If they don't think it is necessary to modify it, they will continue to send it to each other. As a result, not many people naively sent it to each other the next day. So angry decisions are generally wrong, and we should avoid making incorrect decisions when we are angry.
5. Work inspection and assessment rewards.
As a project manager, you should have the right to manage people and distribute bonuses. If not, you shouldn't do it. Only with these two rights can you confidently evaluate and inspire everyone.
First look at the work inspection. After the assignment, as the project manager, you should be responsible for the work of the project. You should check and evaluate everyone's work and inform everyone of the results in time. Everyone may do the project in different ways, but progress reports, problem summaries, meeting minutes, memos, demand changes, acceptance reports, etc. It is still necessary. These documents need to be sorted and checked in time, and the checkpoints should be detailed and not too thick. If you ask project team members' how is their work', you are not a qualified project manager, because they can answer' not bad', so what's the point of air-to-air Therefore, the inspection must be meticulous. After the inspection is completed, the problems should be dealt with in time and the handling opinions should be fed back to the relevant parties.
Let's look at the incentive mechanism again. There are many ways to motivate. Bonus is one thing, and it is also a way to inform one's achievements in time. This is also a good way to inform the heads of the corresponding departments of the evaluation results. In addition, they can be encouraged in entertainment, and they can choose an activity that they are best at and invite them to participate, which will help to improve their fatigue in the process of doing the project and give them incentives. As myself, I am interested in billiards, so I often invite everyone to play together during the project, and the expenses are not necessarily paid by the project manager. If they can beat you, it will be a happy thing for them.