Three years ago, with my curiosity and yearning for big data, I knocked on the door of Shence. When I first came here, I was responsible for the technical support of data products, mainly responsible for solving customers’ problems in the process of product use and guiding them to better use smart products. During this period of time, I always look forward to going to the customer site communication links, to witness the value of Shence products, the company, the team and MYSELF can be recognized by customers, I will feel that my value is being discovered, more and more sense of achievement.
With the rapid development of the company, new talents have joined in one after another, and the work division of each department and position has become more and more clear. The work content of data product technical support has become more and more detailed, and the opportunities for on-site communication have become less and less. That summer, I started thinking about where I was going next.
In fact, when I first entered the workplace after graduation, I had a clear plan for my career development. I successively experienced writing code, learning product knowledge, contacting projects, and finally developing towards project management. Now, the technical support of data products can no longer meet my development demands at this stage. Then, how to choose?
The divine strategy is a game of chess, with no limits on employee development
During the period of technical support for data products, I supported many projects with my team and accumulated a lot of experience. I thought it was time to transfer to project manager, and I had the idea of finding a job as a project manager to accumulate some experience after I resigned from Shence.
“We have no limits on employee development and support internal job transfers,” Wen said at the company’s strategic communication session. I saw the new hope of transfer and started to make some preparations.
In the past two years, I have gained a full understanding of shence’s product functions, team cooperation process and service system, which are my basic advantages in transferring jobs. However, I also know that compared with other companies, the project scenes of Shence are more complex and have higher requirements for project managers. In order to be better qualified, I have further improved my requirements and actively applied to participate in the project to learn the daily life of project managers in a comprehensive and systematic way.
After knowing that I had the intention to transfer, the team gave full support to my transfer. Several project managers gave me many suggestions on my current development plan, working experience, and the difficulty and matching degree of the position.
As the matter of post transfer became clear, BIG P, the leader of Shence Shanghai project management team, had a detailed communication with me. He recognized my idea of transferring to project manager and gave me full affirmation. Since then, I have successfully transferred from Beijing to Shanghai as a project manager.
Changing jobs is a great leap in personal development at a low cost
This transition meant that I changed from “problem solving engineer” to “project leader”, responsible for the coordination, planning, implementation and delivery of projects from zero to one. Role change is a difficult problem THAT I have to face after transferring.
Before, MOST of my work in the project was in the role of execution, so it was difficult to consider problems from a global perspective, and the work content was more after-sale. Although I have expected that the project manager will do more coordination and communication work, I still can’t see the scenes other than my own work, and there will be cognitive bias.
For example, I usually do it alone after receiving a request, whereas a project manager needs to coordinate with team members and arrange each task in an orderly way for everyone. Moreover, in most project management scenarios, marketing, sales, R&D, delivery, after-sales and other teams are required to work together, and there is no single decision in any link.
In Shence, each project is commendable in terms of cross-functional cooperation, because the working process is standardized enough, coordination and cooperation of various functional lines are smooth, and internal promotion is effortless.
At this point, the biggest challenge I faced was communicating with customers.
At that time, I had just been transferred to the project manager position, and my perception of some details was not strong enough. However, I clearly knew that the projects that should be completed at a certain stage would now have to add more and more repetitive workload. Therefore, I always adhered to my attitude in the communication process, that is, I decided to take charge of one project, while the client would do the other project.
The two sides in this “tug of war” stalemate, the project has been affected.
After learning the situation, BIG P took the initiative to participate and help me negotiate with the customer team. Finally, we reached an agreement with the client that the second project would be led by the client and assisted by god, and the responsibilities and boundaries in the project process were clearly defined.
I’ve also been in situations where customers have requirements that we can support but are outside the scope of the project itself. For example, at the later stage of the project, customer D took the initiative to ask Shence to work with him on another product line. In fact, we need to guide customers at this time, because data analysis is not an easy thing to get started, and it requires a certain period of training and delivery for relevant personnel. Now the project has entered the end, which is not of great significance for the newly added product line. At the same time, we also suggest that the client members of the project conduct internal training for the responsible person of the new product line, so that the client’s internal process and management system can be established, which not only reduces the cost, but also improves the coverage of internal data application.
For the project manager, in the process of project implementation, although the scope is very clear, the two sides usually think from different perspectives, and there will inevitably be a gap in cognition and solution, which requires the communication ability of the project manager.
Now, IT has been nearly a year since I transferred to the post of project manager, and I have my own experience and summary of communication. I think about 70% of a project manager’s day job is communication. In a project, the project implementation team needs to be able to consider the interests of the client, not only the overall interests of the client team, but also the personal interests of the client in different roles of the team. When the project is difficult to promote or there are problems in the implementation process, we should seek help in time, and if necessary, we can seek support from students in the business team of the company.
Project implementation is not just a “one-man show” by the project manager, but a concerted effort by the whole team to do one thing.
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