I. About the Project Manager

Before I really entered the software industry, I had some experience in system integration projects, and I had a feeling that I could lead a group of people to conquer everything. Project contract to be responsible for, project specific requirements to be responsible for, project personnel allocation to be responsible for, project implementation to command… . Management mentality, is the key; Don’t know technology, can; If you don’t understand the big picture, no. As in chess, the ability to fight individually is not as good as the ability to fight as a team. In this regard, I will briefly describe the behavior and characteristics of the project manager:

Project Manager management behavior:

(1) Hand over what you are good at to people who are good at it, coordinate resources and grasp the progress;

(2) Individual efforts do not replace the success of the project, teamwork is the key;

(3), fair treatment, can not make an exception, once the exception is likely to break the dike;

A good project plan is half the battle; Good execution is the other half of success;

(5) Calm treatment, analysis of the cause of the problem, blame for unity;

(6) strong and effective supervision and performance means, reward quickly, punishment simply;

(7) Don’t rely too much on past experience, systematic management methods and tools are more effective;

(8) Combine theory with practice, get familiar with PMI management system, and continuously refine and polish.

Mental traits of project manager:

(1) Consider the problem comprehensively;

(2) Grasp priorities;

(3) Balancing expectations of all parties;

(4) Calmly deal with objections;

(5) Good at undertaking;

(6) regardless of gains and losses;

(7) Affinity

(8) Sense of trust

9. Charisma.

Second, about the technical manager

At the extreme point, project managers rely on “means” and technical managers rely on excellent technology. After I entered the software industry, I could say that I had no ear out of the window and only took the technical road, occasionally commenting on the shortcomings of the technical manager, design mistakes here, repeated requirements there, and so on. Techies are proud, sensitive, and sometimes rude, surrendering only to what they care about and what they’re not good at. In this regard, I will briefly describe the behavior and characteristics of the technical manager:

Management behavior of technical manager:

(1) Hit the nail on the head, quickly locate and solve problems;

(2) Real-time supplement of emerging technologies to express profound insights;

(3) Thoroughly explain the principle behind the technology, or even the background;

(4) Sharing and organizing sharing;

(5) Guide and provide growth direction;

With a little mystery, jianglang is a crisis;

(7) Care about subordinates’ interests (remuneration and growth);

(8) Gradually show the management behavior of the project manager.

Mental traits of technical managers:

(1) Rigorous;

(2) To tackle key problems;

(3) Focus;

(4) Clear and organized;

(5) Good at analysis;

(6) Ready to help others;

(7) Technical experts;

(8) Gradually acquire the mental characteristics of project manager.

Third, write at the end

From my understanding, the project manager may not be able to work well as the technical manager, but the technical manager can develop towards the project manager. I have seen this saying: mentality is more important than idea, idea is more important than method, method is more important than effort. This applies to both project managers and technical managers. Physical and mental health is the premise of doing things well.