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project manager


所以敏捷开发方式把PM这个角色踢走了。干活的自己估时间，自己做决定，自己管理自己。
协调的踢给Scrum Master,也是干活兼职的。


一个项目的完成，首先是解决技术难点，技术难点解决了，只剩下干活/debugging 了
，这才能有schedule,然后才轮到PM来催。技术难题如果不能提前解决，根本不可能有
schedule。开再多的协调会也没有用。


所以PM这东西，说不重要也不是，说重要也不是。说重要嘛，老板没办法面对所有程序
员，总得有个focal point。说不重要嘛，这些人解决不了任何让项目to be or not to
be的关键技术问题，也就是个秘书的角色。几个组里的技术大拿碰个头，拿出一个可
行的解决方案，比PM push来push去强多了。


那啥敏捷scrum之类的就是瞎捣乱。除非你就是做外包咨询往程序里堆business logic
的，否则一遇上技术难题，啥schedule都不可能。


你既然提到Steve Jobs,那就要搞清楚以下几件事：

1. 这哥们是product manager，和project manager是两回事。business side的。
2. 他牛就牛在他是老板。
3. 他更牛的地方，是知道这个东西能做到。那可和他的天才没有多大的关系，那是在
硅谷摸爬滚打几十年，造了一辈子电脑，才知道什么可以做到，什么不能做到。天才只
是一个噱头。他死了之后的New iPad，提高了一下清晰度，马上就出来了发热问题。


一个项目一开始就有 project manager 介入, 你们的技术难点解决, 不是无限期的,
  也一样要有 schedule, 上级要保持对你们进度的监控, 因为公司的钱和人都不是无限
  的, 不能随意浪费. 你的技术难点三个月解决, 和三年解决, 对公司的影响很大. 如果
  你们部门一开始说三个月解决, 干了两个月说必须三年, 那么 project manager 就有
  责任向上面汇报, 申请更大笔的投资, 否则就可能搁置或者取消你们的项目.

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