Four major elements of quality management
2 Select the right person
2 Assign the correct job for them
2 Keep their enthusiasm
2 Help the team condense and keep the team's cohesiveness
2 (Other everything is just a "copy")
Safety and change
2 Unless it is safe, people can't meet changes.
2 In all successful works (and in most other valuable work), changes are one of the basic elements
2 The lack of security will make people against changes
2 Evasing risk is fatal, because this will make you not get the interests of the risk
2 people may feel that there is no sense of remindering because of their direct intimidation from the objective world, but if the managers may abuse their rights to punish themselves, they will feel there is no sense of security.
Negative effect
2 Threats are not the best way to improve performance
2 If the assigned time is not enough, no matter how scary, work is not completed on time.
2 worse, if the target is not implemented, you must honor your threat.
Managers must have physical part
2 management involves the heart, stomach, soul and nose
2 therefore ...
ü Lead,
u believed your stomach (believe in your premonition),
ü Constructing the soul of the team,
ü Train a nose that can smell the lie.
Use the command war to act as a metaphor for management
2 When the battle begins, the real work of the manager has been completed.
Interview and recruitment
2 Recruitment involves all physical parties related to management: heart, soul, nose and gastrointestinal (but mainly gastrointestinal)
2 Don't try to recruit alone - the two stomach is better than twice the stomach
2 For new employees, let them bear the same difficulty in the previous success, postpone challenging goals to the next time
2 Directive: The person you most want to hire may also know other good candidates
More than 2 listen, less
Prevent failure
2 strong men's broken wrist
2 Control failed to improve your comprehensive results than optimization
2 To have a hard work, cancel the failure of failure as soon as possible
2 Unless necessary, don't get together a team: go out to find a team that has been formed.
2 Keep a good team (as long as they are willing), to help your successor avoiding the team to condense or uncomfort
2 Teams that condense together - ready to be fully, and willing to accept new work - one of the gains of the project
2 The damage caused by the one day and the final stage of the project is the same as the damage to the project.
2 There are countless ways to waste a day ... but there is no way to take a day.
Modeling and simulation of development process
2 Put your intuitive modeling of completing the work process
2 Use these models in the exchange of colleagues to communicate, refine the idea of project operation
2 model model to simulate the results of the project
2 Adjust the model according to the actual results
"Sick political"
2 Every day, you must be prepared to get your work to bet ...
2 ... but this can not guarantee "pathological politics" will not affect you.
2 "Disease Politics" may appear anywhere, even if it is the healthiest organization
2 The characteristics of "morbid politics": The eagerness of the power exceeds the goal of the organization itself
2 Even if this unreasonable goal is backed by the target's target, it may also appear
2 The worst side effect of "sick politics": it makes a streamlined project hazardous
2 metrics per product size
2 Don't persist in units - when waiting for the objective metric, use your own subjective unit.
2 Construct metric units from all possible raw data (can be calculated)
2 Collect raw data from the project that has been completed to derive the birth productivity
2 Continuously improve your metrics until its calculation results are the best corresponding relationship with project works in the original database
2 With a trend line of the database, the expected workload is displayed as a function of the humanometric unit value.
2 Now, for each item to be evaluated, the artificial measurement unit value is calculated, and the expected work value is found on the trend line according to this value.
2 Use the interference level around the productivity trend as a map of tolerance indication
Process and process improvement
2 Good process and sustained process improvement is a great goal
2 They are also very natural goals: excellent technical workers will pay attention to them, whether you tell them
2 official process improvement procedures need to spend money, spend time; a specific process improvement work will delay project progress. Although it will eventually reflect productive gains, they cannot offset the time of the process improvement.
2 However, the project has a sufficient benefit from a single, correct choice method, and wins back to the time and money for this change.
2 During the process of project, do not want to implement improvements within the scope of more than one method. A variety of technologies improve procedures (for example, a whole CMM level) is likely to make projects completed more than
2 The danger of improving standard process is in people who may lose important opportunities for shortcuts.
2 Especially for the project, the standard process looks very rigorous because they have made enough work (useful and useless), so that everyone is busy.
Change the way to do work
2 If there is no significant reduction in debugging, there is no way to complete the project.
2 High-speed completion projects are much less proportional to the time of debugging.
2 High-speed completed projects are more proportional to the design time
2 If you don't care about others, don't take care of others, don't want them to do some unusual things for you. If you want them to change, you must understand (and appreciate) their past
Pressure effect
2 people under the pressure can't think more quickly
2 Increase overtime time will only reduce productivity
2 short-term stress or overtime may be useful strategies because they can concentrate their employees and make them the importance of work. But long-term pressure is definitely wrong
2 The reason why the manager will increase so much pressure, maybe because they don't know what to do, or feel discouraged because other methods are difficult
2 The worst guess: the real reason for using the pressure and overtime is to make everyone look better when the project fails.
Angry manager
2 Angry and humiliation in management are infected. If senior managers like to swear, low-level managers will also learn (just like often smashing children).
2 The swear in management is considered to be a stimulus that allows employees to increase efficiency. In the management strategy of "carrots", insulting is the most common "big stick". However, can someone do better after being insulted?
2 If the manager uses the abuse method to stimulate employees, this shows the incompetence of the manager, not the incompetent employee.
Ambiguous specification document
2 The vague marks in the specification documentation There is an unresolved conflict between different system participants 2 If a specification document does not contain a full input output list, then it is no hope: it has not begun to indicate any thing
2 No one will tell you that a specification document is not bad. People tend to blame themselves, not blame documents
conflict
2 As long as there are multiple participants during the development, there must be conflict
2 Create, install the system's business, especially conflict
2 Most system development groups lack the ability to resolve conflicts
2 Conflicts should be paid attention to, and conflicts are not lack of professional ethics.
2 Should be declared in advance: All "win" is valued. Make sure everyone at each level will win
2 negotiating difficulties, mediation is easy
2 If the interests of the two people are completely or partially rejected, pre-arranged, ready to ask the two parties to solve conflicts by mediation
2 Remember: We are standing on the same side, opposite our, is the problem we have to solve
Catalyst role
2 There is such a catalyst person. Such people will help teams form and condense, maintain team health and productivity, resulting in contributing to projects. Even if the "catalyst" is nothing (in fact, they will often do a lot less), the role of this catalyst is also important and valuable.
2 Mediation is a special job of "catalyst". Mediation can be learned, and only small investments can learn
2 Mediation should start from a small ritual. "Can I help you mediate?" This is the first step when resolving conflicts.
Human error
2 Put you in a dead place, not something you don't know ... but it is "knowing" never place your death.
Staffing
2 In the early days, the person's super-edience forced the project across key design phases (this is to make all people can do it)
2 If the work is given to many people before the design is completed, then the interface between people and the interface will be complicated.
2 This will increase the internal coupling of the team, the meeting time, repetitive labor and invalid work will increase
2 The ideal staff is this: In most of the project, the small core team is designed to do design work, and the final stage of development (the last 1/6 of time schedule) adds a large number of people.
2 Terrible conjecture: Time to arrange pressing projects, more reasonable projects with time schedule, the time to complete, it will be longer
Project sociology
2 Let people who don't have to be able to leave, thus maintaining the streamline of the meeting. There is a disclosure agenda and strictly implemented, this is the easiest way.
2 Project Requirements Ceremony
2 Use small rituals to make people pay attention to the objectives and ideals of the project: small-scale meetings, leading defects, etc.
2 Take action to prevent people from angry
2 Remember: anger = fear. Just a manager of the subordinate cross must be because fear will do this.
2 Opinions: If everyone knows "anger = fear" this truth, you can clearly see that people are scared. Because he is unable to hide your own fear, he will not be angry. (This cannot solve the problem of these angry people, but it will definitely make others very much)
"Disease politics" (old words)
2 Don't want to cure a sick person
2 Don't waste time, don't make yourself threatened because of the morbidity of trying to treat the boss
2 Sometimes, your only choice is to wait, wait for yourself to solve, or wait for a chance to continue to move, 2 miracles may happen (but don't want to expect it)
Exquisite
2 Exchange of excitement is the way to use the company, it makes the employee burden the responsibility
2 The company's goal should be just the opposite: flourishing and humanity
2 When you hear the word "universal", please remember its string: failure and intimidation
Basic knowledge
2 The project requires both goals and needs to plan
2 and both of these should be different
