Hello. I'm Sutadon's manager. Despite the title, there is no management definition for cloco. I think it's fine for each person to have their own color.
So, what can you do to avoid failure in offshore development?
A brief self-introduction
While attending technical high school, he had a vague desire to create a website, so he majored in web design at a vocational school and entered the industry. The company he was employed at was a contract company, and he had the opportunity to be involved in programming, so he decided to pursue a career as an engineer. As he got older, he had more opportunities to take on upstream roles, and now he specializes in management.
My Management Theory
Premise
I also teach management in my own way, and I didn't learn it from anyone or any textbook. I think it's fine for each person to have their own style. However, I think there is a core element to management that doesn't waver, so I would like to talk about the things I am conscious of.
If we look at it from the perspective of an "organization," our perspective becomes broad, as shown below.
People: cloco members Things: Materials Money: Sales, cost, operating profit
This time, I would like to focus on managing people (teams) and projects.
What is People (Team) and Project Management?
- "Knowing" First of all, I think it's important to "know".
- Get to know the team members
└ Personalities
└ Motivations
- Get to know the project
└ Understanding the service
└ Client characteristics
If you don't know, you can't manage anything satisfactorily.
- Know your members How can you make them feel comfortable working? I think it all comes down to this. Motivation management for members. If they can work comfortably, productivity will increase and there are only benefits.
If you know their "hobbies," you can have fun communicating with them at random times. If you know their "personality," you can ask them to communicate in a certain way. There will be
conflicts at times. Communicate positively, respect each other, and find a landing point.
My motto is to work hard and be motivated by making sure things go smoothly for those around me.
- I will speak on the assumption that Cloco, who knows about the project, will accept the contract.
When proceeding with a project, there will be a "client" and "team members." Client negotiations and team management. Management elements arise in many areas.
One thing you must keep in mind is "understanding the service." Try to understand the service from the same perspective as the client. If you have a strong subcontractor mentality, you will inevitably fall behind. Try to understand the service as if you were the one providing it.
- "Schedule" and "Goal Setting" Next is "schedule" and "goal setting." A project always has a deadline (goal). What needs to be done and by when? Once you know that, your main job is to manage the process to reach the goal.
The most common mistakes people make are: "I don't really understand the service" or "I don't know what I need to create and by when." This only increases anxiety, lowers motivation, and reduces productivity.
Knowing is as easy as breathing! Just knowing will double your peace of mind.
- The process leading up to the goal By default, things do not proceed as expected. There will always be something blocking you. Live with that assumption. Problems will arise, so live your life by responding proactively.
How to identify risks and eliminate them.
Just reach the goal. If you achieve it, you win. If you can successfully close the project, that's great. Just live your life with the goal in mind. If you achieve it by any means, you win. It is the manager's role to emphasize the process to get there. Be aware of planning and move forward at all costs, making adjustments at times. It's okay to take two steps back, but it's okay to take three steps forward. As long as you don't lose sight of the goal and maintain your "responsibility," you'll be fine.
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Get into the habit of making judgments Managers are forced to make decisions. As a position of "responsibility," it is only natural that making decisions is the most stressful act. Don't run away from it, make decisions. There is no such thing as a mistake. Be confident.
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"Sense of responsibility" Take full responsibility. Don't think about blaming others. In any case, self-blame "responsibility" is a theme that you must be strongly aware of. Team mistakes? Miscommunication? There are various external factors. There are times when you want to blame others.
It's all my responsibility as the manager.
If you always have that mindset, you will naturally be able to hedge your risks.
This is starting to get a bit disorganized so I'll stop here for now!
Summary
- Know the project
- Know the members.
- Be conscious of making sure the work goes smoothly and comfortably for everyone around you
- Be conscious of the goal
- If things don't go well, it's all your fault
→ Lack of planning, lack of preparation