most of the time, the programmer with the product manager in a project on the sense is completely different, as two out of a hope on the basis of one-sided viewpoint, bull, a hope out of bread, obviously two is not enough rational.
CTO club member, Shanghai one by one software technology Co., Ltd. General Manager, chief architect Wang Zhaofa,
so in project management, we need to introduce iterations and increments. Iterations allow software to continually improve a feature, incrementally supporting the gradual delivery of all features. The combination of the two, you can constantly dressing, approaching the real needs, early exposure and risk avoidance. There are three misunderstandings in the project communication.
misunderstanding 1: technicians constantly reverse the needs of product managers
in some traditional enterprises, technical personnel often is the authority, and the product manager is often hired or promoted executives, whether it is product manager or technical backbone, are affected by their occupation planning and vision, and not for the planning of the whole company look far ahead from a high plane or the entire project, and business decision makers in free the technical backbone and product manager, often caused by the collapse of the entire project requirements and objectives.
This phenomenon is often expressed as
finally: through the implementation of products has been done, finally in the technical personnel that became "the server does not support the deployment, or performance: eventually settle a matter by leaving it unsettled; the product manager finally made a demand, and can be implemented, the meeting declared finished, the technical backbone of the sales department had said try this technique, now the client does not support the training of sales personnel, the use of software for at least three months, the collapse of demand.
misunderstanding two: technical staff over or over interpretation of product managers’ needs
too much reading demand, in fact, is also a disregard for demand.
We often encounter the phenomenon of
is: when the project cycle to examine, the whole project has not reached the half, collecting a meeting to discuss the views is "the product manager is not to say that UI interface is very important? We have designed 8 sets of core software interface, as we haven’t started, this set of our products planning a mobile phone, and tablet PC three medium, so we are on the three platforms were tested, the software code has not started".
misunderstanding three: technicians are apathetic about demand
technicians tend to be indifferent to requirements: do you let me do mobile projects? But my PC client is still developing? You want to write code, but we still do the training of the project?.
for the above three misunderstandings, demand and development of the asymmetry, the key lies in responsibility, goals and performance. It’s easy to understand that if a new project pops up to an old team, and tells you that if it doesn’t come out, you’ll be punished or told