What Does a Program Manager Do?

This book is written for programmers and project managers. Combining his rich growth history, the author tells in plain language how a programmer can become an excellent project manager. The content involves career planning, learning methods, self-cultivation, team building, project management, etc. The book clears up typical misunderstandings and confusing perspectives in the field of project management, and proposes targeted solutions to difficult problems in the project method.

Programmer step two: from programmer to project manager

The whole book is fluent in writing, lively in rigor, and emotional in reason, giving readers a relaxed and pleasant reading experience. Many innovative ideas in the book are refreshing, guiding readers to look at work and life from different perspectives, examining themselves, resonating in humorous humor, comprehending in contemplation, and realizing with a smile.

Yin Huashan, with a net name of Xixi Bukixue, is a senior software engineer with nearly ten years of project management experience. He has long held senior and middle management positions in enterprises. Obtained PMP certification, information system project manager certification, and system integration senior project manager certification. He has won the National Geographic Information System Outstanding Engineering Gold Award, the Ministry of Land and Resources Science and Technology Progress First Prize, China Outstanding Surveying and Mapping Engineering Award and other awards.

Passionate about programming, I have experienced crazy years of writing more than 100,000 lines of code in a year, and have been coding for more than ten years; , Seeking inner harmony, to achieve the unity of knowledge and action, as you want. Is willing to exchange programming skills with everyone in the same field, exchange project management experience, and talk about life.

Chapter 1. The next step is to sell fruit, pancakes, or dry project manager 1
1.1 This is an impetuous era 2
1.1.1 "Everyone is sick" 2
1.1.2 Impetuousness of programmers 3
1.1.3 Listening to your inner voice 4
1.2 Programmer, you should think about the future for yourself 5
1.2.1 Thirty years old who can't afford it 5
1.2.2 The IT Food Chain-What Level Are You on? 6
1.2.3 The programmer's way out 9
1.2.4 Another World 12
1.3 Don't complain about life 13
1.3.1 The workplace has no ceiling 13
1.3.2 Inspiration from Peter's Law 14
1.3.3 The butt decides the head-Meet the project manager 15
1.3.4 Retrofitting "Invisible Wings" 21
Chapter 2 Programmers You Can Be Better 23
2.1 Learning to talk about methods 24
2.1.1 Learning is a powerful ability 24
2.1.2 Buying books is the best deal 25
2.1.3 Classic books, how many have you read 26
2.1.4 Don't read books during office hours 27
2.1.5 Learn only work-related things
2.1.6 Weaving Learning 29
2.1.7 Learn to Get It 30
2.1.8 Always think and summarize 31
2.1.9 Overcoming the "Plateau phenomenon" 31
2.1.10 Study with a Good MindKeep Hungry and Stupid 32
2.2 Staying Normal 33
2.2.1 Beware of becoming a "computer nerd" 34
2.2.2 You must understand the human brain if you understand computers 36
2.3 Frankness is not necessarily a virtue
2.3.1 Frankness is a question of speaking 38
2.3.2 The Frank Paradox
2.3.3 Going straight to hurt others 42
2.3.4 Avoiding Papulov
2.3.5 Hold Yourself 46
2.4 Be persistent but not stubborn 47
2.4.1 Programmers Need a Little Perseverance
2.4.2 Introspection and Elimination of Stubbornness 49
2.5 No More Cows Must Be Herd 50
2.5.1 Three guys also need help 50
2.5.2 Anyone Can Do It
2.6 Everyone is a manager 53
2.6.1 Management is a Function, Not a Position
2.6.2 Self-management is the foundation of all management
2.6.3 Each development task is a microproject
Chapter 3 The Transformation from Programmer to Project Manager-An Introduction Method 57
3.1 Farewell to "Busy, Confused, Blind" 58
3.1.1 A Farmer's Day 58
3.1.2 Change Your Way
3.2 My Time
3.2.1 Who Moved My Time 63
3.2.2 The essence of time management is to sort out work 65
3.2.3 Four-quadrant method for managing priorities based on priorities
3.2.4 Managers don't have to do everything 69
3.2.5 Rework and the Parkinson's Curse
3.3 The project manager must understand a little "rule" 74
3.3.1 Five Phases of Project Manager Growth 75
3.3.2 Unloading Project Management
3.3.3 The project has three major goals
3.3.4 Understanding the rules and dim sum
3.4 All problems can be solved
3.4.1 There are always solutions
3.4.2 Life Is Constantly Solving Problems 87
Chapter 4 You Are Not Alone Fighting-The Art of Stewarding 89
4.1 Unleashing human potential 90
4.1.1 From Single to Group 90
4.1.2 Why Software Enterprises Are Difficult to Manage 91
4.1.3 Changing Thinking to Improve Leadership 95
4.1.4 The project manager is also the personnel manager
4.1.5 Creating a Gel Team 99
4.2 Don't try to be friends with subordinates
4.2.1 Friendship for Worship
4.2.2 The company is not home-correctly understanding the relationship between employees and the company 104
4.2.3 How to treat the employees you rely on 106
4.3 Wanting to change anyone is futile109
4.3.1 Everyone can only change from the inside out
4.3.2 How to train employees
4.3.3 Everyone has a place 113
4.4 Let employees work for the goal 115
4.4.1 Bringing employees together under goals 115
4.4.2 Inspiration from Fromm's "Expectation Theory"
4.4.3 The goal is a promise
4.5 Everyone Needs Achievement 119
4.5.1 A sense of accomplishment is a person's basic need 119
4.5.2 How to cultivate employees' sense of achievement
4.6 Serving People with Virtue
4.6.1 Prudent Use of Post Powers
4.6.2 If you want to serve, you must first cultivate yourself 127
4.6.3 Always Passing Positive Energy
4.7 The secrets of making employees happy to work 133
4.7.1 The Triple Realm of Stewardship
4.7.2 Understanding the Art of Stewarding
4.7.3 Impact of Corporate Environment on Project Manager Leadership
Chapter 5 Winning in Execution-Director's Principles 145
5.1 Execution is the lifeline of a project
5.1.1 Common Misunderstandings in Project Implementation
5.1.2 Quick-Done During Implementation
5.1.3 Quality requirements for project manager's execution 151
5.2 Both the entire forest and the trees can be taken care of 154
5.2.1 Beginning with the end can make things happen 154
5.2.2 The big thing is to keep tabsGod in the details 158
5.3 Did you really do your best 164
5.3.1 Best effort is an illusion
5.3.2 Selling Combs to Monks
5.4 Project Execution Is Not Faster than 170
5.4.1 20% of the key points
5.4.2 Do it now, not immediately
5.4.3 Sending a Letter to Garcia 177
5.4.4 Thinking too much prevents action
5.5 Building Team Execution 183
5.5.1 Effective communication is the guarantee of team execution 183
5.5.2 Harnessing the power of commitment
5.5.3 Balancing Output and Capacity
Chapter 6 The Third Eye on Project Management-Simplicity Not Simple 201
6.1 The project manager needs to be confident 202
6.1.1 Being successful is the hallmark of a project manager's competence 202
6.1.2 How to Be Proper
6.2 A successful project is not a penny 206
6.2.1 Two Oriented Struggles for Evaluation Projects
6.2.2 Not Behind a Penny 210
6.3 Control is a sign of project health 214
6.3.1 Talking about how to report to leaders 214
6.3.2 To Be Controlled Before You Get Out of Control 216
6.3.3 Keeping the Project Controlled
6.4 Internal and external satisfaction is the guarantee of project success 223
6.4.1 Who is the most important person?
6.4.2 How to Satisfy God
6.4.3 Using Leaders and Customers 227
Chapter 7 Unleashing the Fog in Project Management-Seeing and Sublimating 231
7.1 Does the plan really keep up with the changes?
7.1.1 Change is also part of the plan
7.1.2 Rolling plans to accommodate changes
7.2 Complaints of Limited Resources
7.2.1 Achievements with available resources
7.2.2 Every new employee is a treasure 242
7.2.3 How to treat testers-quality is not tested 244
7.3 The Untamed Soul
7.3.1 Personal managers hurt project managers 246
7.3.2 How to Get a Personalized Employee 247
7.4 Documentation is actually very simple
7.4.1 Frequently Asked Questions for Writing Documents
7.4.2 How to write a good document
7.5 Demand confirmation turns out to be just a fairy tale 258
7.5.1 Demand confirmation is a trap we set for our customers 259
7.5.2 How to Treat Changes in Demand
Chapter 8 Being a Mature Man-From Good to Great 265
8.1 Mind Determines Height 266
8.1.1 Mind is a required course for project managers 266
8.1.2 Mind is mindset plus wisdom 268
8.1.3 Cultivating a Mature Mind and Raising the Height of Life 270
8.2 Gratitude is the first step in a good attitude
8.2.1 Knowing Gratitude Can Be Your True Master 271
8.2.2 Giving thanks with action
8.3 Humility is even better 275
8.3.1 Objective evaluation of others
8.3.2 You will not lose half your points due to humility 277
8.3.3 How Humility Became 278
8.4 Learn to Divide into Three to Look at Problems 281
8.4.1 People's problems need to be viewed three-dimensionally 281
8.4.2 The Golden Mean You Have to Say
8.5 Sensitive Heart 286
8.5.1 Don't let the problem slip away under the eyelids 286
8.5.2 Five Suggestions to Be a Career 288
Chapter 9 Becoming Better 293
9.1 Who Moved the "Old Fritters" Cheese 294
9.1.1 Time is a Pig Killer 294
9.1.2 When the Project Manager Meets the "Old Fritters"
9.1.3 Life Without Regrets
9.2 Keeping the programmer's heart and the project manager's brain 300
9.2.1 Living with a programmer's heart
9.2.2 Doing things with the brain of a project manager
9.3 Life is a Cultivation 308
9.3.1 Pursuing the Meaning of Life
9.3.2 "361 Degrees" Practice 312
9.3.3 My wings roll up in a storm, I want to fly higher 317

As an old programmer with a nine-year blog garden, where is the way out? Write a lifetime program? Not in line with national conditions. Management is imperative! Under normal circumstances, even if it is not a large team, the company will plug in a few new people to bring you, the trouble comes here, you can not push it, but how to do it? I have also read the imported goods such as "Myths of the Moon" and "Personal Pieces", all of which are correct, but how to use them is a big problem. It was not until I saw "From Programmer to Project Manager" by Xixi Blowing Snow that this was what I wanted. Many of the details and specific operations in it are just available and can be used as if it were a management The APIs are all summarized and refined in actual development projects. The two words are "practical"! If you don't plan to return to your hometown to sell fruit in the future, you should read this book "From Programmer to Project Manager".

Quantum computer

To be a good project manager, you must have tangible skills and abilities that are not only important for this position, but also essential for people. Thanks to Xixi Fuxue for her persistence in this series. The article is well written, the words are beaded, the structure is clear, the simple and profound truth is expressed with interesting stories, and it is fascinating step by step.

Chester.Y.Zhang

After studying programming for 20 years, I deeply understand that programmer is a very hard job. The mainstream view of programmers in China is that after the age of 30, they will not keep up with the technology trend and need to change careers. Old farmer, can you still code? The author of this article reveals one way out for older programmers-project managers. The programmer's job is more than just writing code. Projects of all sizes need good project management. A good project manager can ensure project progress and product quality, and can serve as a bridge between programmers and customers. You can find answers to various problems encountered during the project development process in this book.

Blog Garden Mingbo Inspiration Solution Architect

Xixi Blizzard's book helped us to break away from the perspective of technicians and examine workplace rules from a broader perspective. If you are working in technology and want to expand your horizons, this book is for you.

Blog Park Mingbo Microsoft MVP Song Yanjian (CareySon)

This book explains the same thing from two different perspectives of programmers and project managers-how to do a good project. Focusing on how to do a good project, I expounded various viewpoints and jumped out of the programmer's mind. Not only can I understand how to be a good project manager, but also make the programmer's vision wider.

Blog Garden Bobo Golden Ocean (jyk) Sunny Boy

From the day I graduated from college, my five-year plan was to become a project manager. Today, I realized the plan at that time and became a project manager, but I don't think I am a good project manager yet. In the process of changing from a programmer to a project manager position, I found that everything went smoothly. An occasional opportunity to read Xixi Bukixue's blog post "From Programmer to Project Manager", I felt the same and benefited a lot.

Ashu ^[1]