I don't know the ability of project members, how to appoint posts and assign tasks?

(1) case: case author: Li Hong, member of Dalian Far East Computer System Co., Ltd. I am in charge of a software development project. We are a newly formed project team, and the project manager doesn't know the abilities of most members. In this company, the project manager has no absolute right to form a project team, and can only send what kind of people. Faced with this situation, as project managers, how should we get to know our project members, and then make appropriate job appointments and task assignments for each member? Please help analyze and give good suggestions. (II) Expert comments Expert introduction: Xu Jianglin obtained the first batch of PMP qualifications in China. He has worked as a project evaluator, project manager and senior project manager in Qingdao Haier Group, Lucent China Company and Hewlett-Packard China Company. With more than 65,438+00 years of project management experience, I have been engaged in government, telecommunications and intelligent system integration project management for a long time. Mr. Xu is a senior lecturer in IT project management of Project Managers Alliance and an outstanding lecturer in HP Business School. Mr. Xu is the author of Visual Project Management, Widman Project Management Terminology and Best Course of IT Project Management. And published many articles on project management in China Computer News and China Business News. Xu teacher once worked in IT Department of Pacific Insurance Group, Founder International, Software Development Center of China Bank, NTTDATA of Beijing, Data Center of China Electronic Port, Capital Airport, Levinson Siyuan, Great Wall Broadband, Beijing Wanwei Yihua, Baosteel Group, Software, Blue Topology Electronics, Shandong Taihua Telecom, etc. Xu Jianglin comments: The project team is a temporary team relative to the functional departments, so it is often the project manager who doesn't understand the skill background of the members. In the matrix organizational structure, the project manager has no right to choose all project members, but the project manager is still responsible for the project results. In this example, the suggested method is: (1) first decompose the scope of the project, and then create the OBS[ (organization breakdown structure) of the project team according to the WBS of the project, so as to clarify the roles needed in the project and the responsibilities of each role. (2) Next, the internal post recruitment of the project team is carried out, and the team members [all members designated by the leaders] are required to choose the positions that are most suitable for them. (3) The project manager invites other key stakeholders to interview members according to the skill requirements of each position [written examination can be added if necessary]. (4) the interview results, some people qualified, can mount guard. Some people are unqualified, but they can be improved in a short time, so make a self-study and training plan for these people, or a group plan. There are still some unqualified people, or some positions have not found suitable people. The project manager must ask the project director to replace or send more suitable people. (5) In this case, there are two points that need special attention: a) There are potential problems in the project, and the project manager should raise them with his superiors. Hiding the problem will lead to more serious consequences. However, before putting it forward, the project manager should make a detailed analysis and take necessary measures. For example, in the case just now, the project manager can recruit internally first and find out the specific problem [which positions are short of people]. Instead of kicking the problem [people don't understand technology] to their superiors without analysis. B) I don't know the team members. In this case, the granularity of project manager management should be more detailed, and the leadership style adopted is' more work behavior, less relationship behavior'. In other words, more specific guidance, monitoring and supervision should be given to members' work, rather than too much authorization. We should not only manage the objectives and results of the task, but also manage the process and steps of the task. At the same time, the project manager should also take the initiative to organize some team-building activities to enhance the understanding and trust among members, thus improving the efficiency of teamwork. When the maturity of the team is improved, the project manager can adjust his management style appropriately. (3) User comments: Analysis 1: Title: Assigning task members face to face: Qi Long first communicated fully, initially determined their abilities according to your communication with everyone, and then decomposed the tasks. When assigning a task, you must make it clear to everyone who accepts the task face to face and make sure that he can finish it independently. You should also correct his own judgment according to your judgment. After the task is over, we must pay attention to the progress tracking and determine this person's ability. After a period of time, when you know everyone's ability, you can clearly assign tasks. At the same time, we should do a good job in training and make great efforts to train potential personnel, which is more beneficial to our work. Analysis 2: Title: Pay more attention to the project progress. Member: wishmadison 1. Work breakdown should be as detailed as possible, and the goal must be clear. 2. Have a meeting to discuss, and ask the project members to put forward their own suggestions on which part of the development task they want to undertake. 3. Preliminary division of labor and solicit the opinions of project members again. Formal division of labor after revision. 4. Every once in a while, ask the project members about the progress of the project and show their preliminary results. If you have any questions, you can make appropriate changes at any time. Analysis 3: Topic: Improving human resource management is a key member: Zhang's problem is actually not a problem for enterprises with relatively perfect human resource management. What does a project team need to know most for a project manager? It is nothing more than a more detailed resume of your project members. For example, Member A, being honest and practical, asks what questions. What does a project team need to know most for a project manager? It is nothing more than a more detailed resume of your project members. For example, member A is honest, practical and thoughtful, but his thoughts are inactive and his sense of innovation is not high. Judging from the recent project experience, he has not made outstanding achievements, but he has not made too many mistakes. Then member A, you will have a deeper understanding, and it is obvious what position he is suitable for. And these more detailed personal personality information, personal project experience, as well as the overall evaluation of an employee by the leader, personal overall development and so on. , it should be recorded in detail as a perfect human resources system, so that it doesn't matter if the personnel flow frequently and the projects are staggered. Because there is a factual basis. Without such perfect archives, the project manager will spend some energy and breath. One-on-one conversation, personality test and project discussion are all effective means, and consulting others may get more relevant information. For reference, please advise. Analysis 4: Title: Meeting is a better solution. Member: Zheng Chengman 1. Explain the objectives of the project. 2. Have a meeting to let everyone talk about their views on the project. 3. Decompose the tasks of the project, so that everyone can make appropriate decomposition and make suggestions, so as to see their own knowledge and views, and at the same time understand their skills. 4. Have a group meeting (if the project is large) to get to know everyone. 5. Preliminary division of labor. In fact, all pm will encounter members they don't know. Analysis 5: Topic: Respect personal wishes, reference ability and past experience Member: Wang should design a brief resume filled out by employees (such as nationality, date of birth, etc.), focusing on the projects and positions he has been engaged in in in the past two years, his personal understanding of the project, what position he wants to take after entering the project (there may be two or three volunteers), and he must explain what measures and methods he intends to take after taking up the position, so that according to the information filled out by everyone and the actual situation of the project. By the way, those who fill out forms carelessly should lower the standard arrangement. Analysis 6: Title: Member: cectanjing doesn't understand the ability of project members, which is the biggest problem when he first became a project manager. I think we should run in, not kill with a stick. No one has the ability to go to heaven, and no one has no ambition. The key is to integrate and brainstorm, so as to produce results. Analysis 7: Topic: Work Breakdown Member: Xu Gaoming I think since we don't know enough about our own people, we need to break down the work as well as possible, because a good and detailed work breakdown will make us more aware of the requirements of each task for ability. On the basis of detailed decomposition, the project manager can design different questions for employees to answer for different tasks, so as to select more suitable candidates and arrange suitable jobs. Do your duty! Analysis 8: Topic: Efficient individuals are the key members of the project success: HSP First of all, I think efficient individuals should be the key to the success of the project, and the project manager himself has the responsibility to strive for excellent resources for the success of the project. According to the specific requirements of the project, meet with WBS and existing resources to determine whether the current resources meet the needs of the project. If not, you must apply for new resources, which is related to the success or failure of the project. In addition, the project manager has the responsibility to establish an efficient project team to meet the reasonable requirements of members. Analysis 9: Title: Result-oriented Members: The decomposition of Wu Minggang project tasks, WBS, should be output-oriented, not personnel-oriented. After the WBS is determined, it is necessary to communicate with the superior. The responsibility of the project manager is to strive for resources and use them. The project manager is not a leader and has no responsibility to train employees. The project manager's goal is to complete the project. Therefore, determine WBS first, and then let employees find their own position. Those who lack functions will have to fight for it from their superiors. Analysis 10: Title: Competency Matrix Members: Honest Competency Matrix is a feasible method. In the matrix, row-ability, column-person. The first task is what capabilities the project needs. In the preparation process, try to make the ability concrete and clear, so that project members can understand and support it. Judging from the description of the case, the personnel are uncertain and not arbitrary. Therefore, when selecting project members, it is necessary to set up a capability group and combine some capabilities to meet most of the projects in the group, so as to be competent. From the perspective of management, assign the work to incompetent comrades, so that members can have motivation and organizations can have talent development plans.