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1. Determine project goals How can a project have no goals? Think about it carefully. Are your project goals clear? Will there be several goals? Does everyone agree? A project should have only one main goal, too many goals will distract from it. Having more than two main goals will make it difficult for the project team to distinguish the focus of work in future work, and will cause a sense of loss when certain goals cannot be achieved. If there are some goals that everyone thinks can arise incidentally during the project, then let them arise naturally instead of setting them as project goals at the beginning. Sometimes the company may need to establish specifications or other tentative work in the project - it is best to treat these tasks as independent projects - if it must be carried out in the project, then please pay attention to plan out the investment required for this part of the work. Divide the goal into detailed tasks (sub-goals) as much as possible. This is different from multiple goals. Each task obeys a unified principle around a center and does not conflict with each other. The more important point is whether everyone has the same goal. Be sure to reach absolute agreement on the issue with company leadership and the client (if the client is involved) before the project begins, and then communicate this information to everyone involved. How to describe it is not the main issue. You can communicate directly and submit a special report. Of course, it is best to elaborate it in a formal plan. 2. Are there job responsibilities and project appointment letters to clarify the responsibilities and authority? Yes, it would be best to read it carefully and clarify the management responsibilities and authorities. There are some things you can do, and some you are willing to do. Here you need to make it clear which ones you are responsible for - specific things may require assistance from others or authorization to others, but the responsibility is still yours. As a manager, you must be clear about what rights you have and how to use them (but not abuse them), so that you can know the strategies you can adopt. The power is great and can be more majestic, but it must be notarized ； The power is very small, try to invest more emotionally. Whether it’s clear documentation or direct communication, it’s always best to determine what should be done and what can be done before the project starts. 3. Be familiar with the work process. Usually the company will have standards for project management, such as ISO9000 or CMM or other established standards. You should make your project process comply with the regulations. Before starting the project, you should figure out some of your * Does the behavior conflict with company norms? If there are indeed some good operations outside the specification, they can be combined in the project, or proposed and modified, but this cannot be used as a reason to violate the specification. Sometimes specifications can be cut or adjusted with permission, but the prerequisite is that you first need to know what the specifications are. The process you understand will be implemented throughout the project, so make it compliant from the start. General specifications stipulate the documents and other submission items that need to be generated. It is recommended that the documents required for each link be established at the beginning of the project (of course only the name and directory), so that you don’t have to look for them when you need them, and you won’t miss them. 4. Master the technical points If the project determines the technology to be implemented after the requirements are clear, then this issue does not need to be considered now. But in most cases the decision to use a certain technology is made at the beginning of the project. Usually the project manager does not need to be very skilled in technical skills, because technical experts can be deployed at the project team or company level, but the project manager should still have a certain understanding of the technology to be used - so that he can understand the problems and solutions described by other experts or senior technical personnel, and then make decisions. Project managers can develop their own learning curve based on the actual situation * The plan does not need to be announced, but it is best to have a clear plan and implement it according to the plan, otherwise you will always feel that you have no time to make up for it when you are busy with various affairs in the future - this is normal, because there is no time for this matter in the beginning. It's difficult to be productive by always doing things with the odd bits of time you may have left, so have a plan for what you should do. 5. Understand the human resources situation. Personnel is actually an available resource. The reason why we consider it separately from other resources is that this is the most important element. Generally, personnel are used in projects in stages, but the kind of people needed should be determined from the beginning. Unless the technology to be used has not yet been determined, then the personnel must be determined in stages. Determine the personnel skills required for the project, understand all available personnel information, and select the right personnel to form the project team based on the needs - this is an ideal situation that is rarely seen. But this still applies as a principle. First, organize the roles of the project team. The company's regulations, current technical capabilities, project time requirements and other factors should be taken into consideration to design the roles of the project team and determine the responsibilities and ability requirements of each role. In fact, this is based on experience and there is no formula available. Then learn about the available personnel from the human resources department and each project team. If the personnel are fixed, you can also learn more about other personnel after understanding the information about the already appointed personnel. After all, you may have other choices. The last step is to see whether the personnel can be suitable for the project team. This is a bit like "finding according to the picture", but it is not always the case. In many cases, it is impossible to directly find all the suitable people, so people who are not "completely suitable" are not necessarily unavailable. If there are gaps, then corresponding training plans and recruitment plans should be considered. Of course, in reality it is far from that simple. People are different from parts - they can be used after being assembled according to the design requirements. How to make a team operate reasonably and achieve efficiency is another specialized topic. 6. Grasp internal and external resources. Try to identify the required resources as early as possible in the early stage of the project. In addition to the manpower just mentioned, there are also funds, equipment, etc. It's not enough to just know the resource requirements; you also need to know the providers of those resources. It is impossible to expect to submit a "resource requirement list" and wait for the resources you want to appear when planning. The project manager must know how to obtain these resources. Pay special attention to the fact that it is generally believed that customers are always the ones who make requirements for the project, but customers are often the ones who can provide various resources, such as test environments, special equipment, etc. 7. Develop the project plan. After the above work is completed, you can start to complete the project plan. The actual project plan is the solidified representation of this information. The reason why each task is completed as an independent task and not included in the work of formulating a plan is to avoid the situation of rushing to complete the plan before fully understanding the situation. Just because planning is so important, don’t rush to write out a project plan. The first important principle in developing a project plan is to be realistic: The plan must be reasonable and feasible. Writing a plan that everyone feels good about is not necessarily a good thing. An operable plan should be developed after fully considering the current operating capabilities, project risks and other factors. The second principle of planning is to be detailed step by step: It is difficult to refine all phase plans at the beginning. You can first determine the phased plan and the timing of refining the plan, and then only refine the content of the most recent steps. The third principle of planning is clear description and no discrepancy. It is best not to make the project plan by one person (of course it can be written by one person), otherwise it must be drawn up after full communication and discussion with the main relevant personnel. The final plan must pass careful review and be approved by all relevant departments and personnel. The above is my personal opinion, and I hope to have the opportunity to communicate more with you.