The starting point of writing this article is that when I was chatting with a friend, I was asked a question, "What do you think is the hardest thing about doing project management?".
At that time, I was stunned and replied, "The most difficult thing is to manage people" . From my friend's facial expressions, it's clear that he didn't get the expected answer from me. Because, not only project managers, but also any managers will think that people are the most difficult to manage. This answer is too general and too general.
Unconsciously, I have been on the Latest Mailing Database road of project management for more than 4 years. I am afraid that only I have the deepest experience of the ups and downs along the way, but I seem to have not really thought about it before. To different levels of problems, stepping on various pits, and encountering many challenges, what is the most difficult thing in project management?
When I calm down and think deeply, I gradually gain a little self-awareness. From my personal point of view, this article talks about the most difficult aspects of project management in my opinion: requirements management; version acceptance management; stakeholder management. The first two difficulties are based on things, and the latter one is based on people.
First, the first major difficulty, demand management
Requirements are the source of any project. Without requirements management, project management cannot be successful. It can be seen that the importance of demand management is precisely because of the importance of demand management and the uncertain characteristics of the project itself, which makes demand management the first difficulty in the entire project management process.
1. Two reasons for the difficulty of demand management
(1) One of the reasons: at the beginning of the startup, how to deeply understand the business goals through product requirements
Taking a game project as an example, once the game proposal, or the direction of the game, is determined, as the core management of the project, it must want to see the demo version of the game as soon as possible, which can make the core management and team members intuitive. The perception of the core gameplay from the proposal to the actual actionable and tactile game helps to clarify the core gameplay as early as possible. After all, for a game, the core gameplay is the most fundamental. Taking the core idea of Lean Startup as an example, the demo version of the game can be called the minimum viable product. It has 4 characteristics: it reflects the project creativity, can be tested and demonstrated, the function is minimal, and the development cost is the lowest.
Based on these four characteristics, it is not an easy task to have a relatively precise positioning of the demo version of the game in a short period of time. Some people may say that this process is not a matter of the main policy and the boss?