1. Introduce yourself

Hello, my name is XX, from Harbin, Heilongjiang Province. I have been in Beijing for 17 years. I just started to do technology, but I began to do project management in 2013. In order to more simple, efficient completion of the corresponding work within the enterprise. My daily work is as follows: 1. Project demand tracking and project demand research. 2. Executed the project start-up process, held the project start-up meeting, and released the project tasks. 3. Deal with problems in project execution, and monitor project quality and progress. 4. Project data submission and summary meeting after the completion of the project.

2. Introduce one of the more important projects

The most important project is "XXXX System". The main purpose of this project is to solve the problems caused by the lack of system management of the group and subsidiaries, which leads to the chaos of the company system, affecting the operation efficiency of the company and frequent risk events. XXXX system not only contains the system library, but also contains a complete life-cycle management mechanism including system drafting, countersigning, approval, evaluation, etc. The overall framework is built by the combination of Java and VUE. I am mainly responsible for the whole cycle of the project, from the start, planning, execution, to the verification and the end of the overall control.

3. Problems at work

Work encountered in the problem must have requirements change, this is all project managers will meet the problem. My plan is to look at the importance of the requirements and the project baseline. If the priority of the requirements is high and does not affect the baseline, I will go through the change process. If the priority is not high, I will discuss with the business side to see if it can be put into the next iteration version. If it affects the benchmark of the project, I will evaluate the impact first, and then submit it to the superior for approval.

4. How to deal with the interpersonal relationship of the team at work, and how to deal with the colleagues who do not cooperate with you

This is often the case in daily work, where a lot of time these days is spent dealing with two types of people: programmers and products, and programmers' front end and back end. My general approach is to pull them into the same room to communicate, as a middleman to mediate, because we all have to do things, so there will always be a compromise. I also have colleagues who do not cooperate with my work, I use my own way to solve the problem, that is, there is no problem that can not be solved by one meal, if there is, then drink more wine. Have dinner and talk. A lot of time is not in place to communicate, it would be better to say.

5. What do you think is the most important in project management

In my opinion, communication is the most important thing in project management, because no matter what project we do, we must finish what we need to do within the specified time, with quality and quantity. Communication is one of them. Right up and right down, need different communication methods and ways.

Why did you leave your last job

In fact, my work in Taikang is very enjoyable and I have grown a lot there. However, my current rank is R&D supervisor. Considering my career planning, I still want to find a job opportunity as a project manager, so I choose to leave.

7. How to obtain product requirements

1. User Interview Before the user interview: define the interview objectives, try to conduct face-to-face interviews, select appropriate venues, and subdivide the interview. User interview: simply explain the content and purpose of the interview to the interviewed users, encourage the interviewed users to tell stories, ask the interviewed users to rank the problems in the interview, and ask the interviewees to try to provide solutions. After user interview: give users certain rewards, sort out problems, strike while the iron is hot, and explore needs. 2. Questionnaire design: to determine the research objectives and target users. Research method: online questionnaire, offline questionnaire. Questionnaire summary: The general platforms for online delivery have statistical functions, and demand analysis and mining can be completed through statistical reports. For offline delivery, demand analysis and mining can be carried out after the questionnaire results are statistically sorted out by Excel. 3. Business analysis The product manager experiences the business lines of the enterprise, including the capabilities provided by the existing business processes and tools, conducts business modeling, abstractions and summarizes the optimization points. When doing business analysis, we should also consider the enterprise's strategy, the development direction of the enterprise, the profit model of the enterprise, and so on, so as to find the product demand consistent with the development strategy of the company.

8. How to control the project scope

1. Scope planning: Scope planning is the process of progressively detailing and documenting the project work (project scope) required to produce project products. Different plans vary in degree of detail, where a scope description and a scope management plan must be included. Scope Statement: A consensus on the scope of the project is confirmed or established among project participants as a documented baseline for future project decisions. At a minimum, the scope statement should describe the project demonstration, project product, project deliverables, and project objectives. Scope management plan: describes how the scope of the project will be managed and how the scope of the project will change to be consistent with the project requirements. It should include an assessment of the stability of the project scope expectations and a clear description of how the scope of change will be determined and what category the change will fall into. 2. Project Breakdown: The work breakdown structure (WBS) of the project is obtained by dividing the major deliverables into more manageable units using a breakdown method. Commonly used method: divide the WBS according to the project schedule. The first layer is a large project achievement framework, and the work is broken down below each layer. The advantage of this method is that it is intuitive to divide the work according to the schedule and has a strong sense of time, and it is easy to find the missing or extra parts in the review, which is easier to be understood by most people. 3. Scope change: the project manager must analyze and predict the possible scope change by supervising the performance report and current progress in the management process, and follow the standard change procedure to manage the change when the scope change occurs.

9. How to conduct project change control

1. Who has the right to confirm the change: it is clear in advance who has the right to put forward the change request from the client and who has the right to accept the change from the project team, and the change request must have written materials. 2. What kind of changes need to be implemented: scope changes proposed by customers must be reviewed to decide which changes need to be modified and when. The gold-plated demand of users can be postponed or even ignored. If the new demand of users does not affect the realization of the core business, it can also be arranged after the improvement of the existing functions. 3. How big is the impact of the change? The cost of the change and the impact on the project must be evaluated, and the customer should be informed of the possible problems of the change, so as to judge whether the change should still be carried out. 4. Cost of whether the customer accepts the change or not: let the customer confirm the obvious change, usually by signing. This prevents frequent changes and allows the client to recognize that the increased workload caused by the changes is the cause of the project delay. 5. The uniqueness and integrity of the final scheme must be guaranteed when changes are made. At the same time, all changes should be tracked and verified to ensure that the changes are completed as required.

10. How to control the project schedule

1. Formulate a detailed and feasible benchmark plan for the project schedule. The schedule includes three parts: task, resource and time. Tasks are derived from the work breakdown structure and activity definitions. Effective schedule control requires a detailed, actionable, verifiable, controllable definition of activities (tasks). A. Develop a set of project risk prevention system, including: risk identification, risk confirmation, risk response and other aspects of the complete content. B. For the project, put forward the person in charge of project risk coordination and corresponding coordination measures. C. Establish a special mechanism for risk identification within the project team. For example, each person can regularly list the 5 risks with the highest risk index according to his/her work content and put forward corresponding solutions. Establish a good communication management system within the project team and between project stakeholders a. Timely communicate with project clients to understand their special schedule requirements for the project, so as to implement special treatment of work tasks. B. For the work requiring cooperation from resources outside the project team, timely submit it to relevant personnel through effective communication channels, so as to prepare for cooperation in advance, so as not to affect the progress of the project. C. Give full play to the role of project team members and involve them in problem solving, such as project deviation handling, risk prevention, etc. D. Regularly hold communication meetings on project progress, understand the task implementation of each member, and report the overall progress of the project. Progress check can be divided into four steps: A. Collect progress information of project tasks: progress report and progress check. Project progress information that needs to be collected: task status and change information. B. Compare the actual progress information of the project with the schedule baseline plan. C. Seek the best solution for the schedule deviation. D. Implement the schedule plan and determined solution after schedule adjustment. 5. Preemptively find and solve problems in project implementation

11. How to control project quality

1, when the demand to do requirements review. 2. Review and discuss the architecture during the outline design. 3, the detailed design as unified and standardized as possible. 4. Testing should start at the requirements and design stage (CodeView in development). 5. Make CodeView for important function implementation code (before going live). Version control. 7. Documents should be standardized and practical. A complete test set.

12, how to deal with more powerful users

The appropriate weakness should first listen to the needs, then make a reasonable assessment, timely report to the leadership in decision-making, and maintain the goal involving the bottom line with strength and can not show weakness. When communicating with customers about their needs, we should control the scope well and only meet the requirements within the contract without gold-plating or spreading.

13. Common software development documents

Feasibility study report 2. Project development plan 3. Software requirement specification 4. Data requirement specification 5. Outline design specification 6. Detailed design specification 7. Database design specification 8. User manual 9