Last period (Tom Demarco) Mr. Totuskins
Q 兕 兕 疋 疋 疋 整 整
Record 25/111
(Selected from the "last deadline")
□ Four elements of excellent management
▫ Select the right person.
▫ Assign them the right job.
▫ Keep their enthusiasm.
▫ Help team condense and keep the team's cohesiveness.
▫ Other everything is just a "copy".
□ Safety and change
▫ Unless it is safe, people can't meet changes.
▫ In all successful works (and in most other valuable work), changes are one of the basic elements.
The lack of security will make people against changes.
▫ Evasting risk is fatal, because this will make you not get the same interest with the risk.
▫ People may feel there is no sense of security because of direct intimidation from the objective world, but if the managers may abuse the power to punish themselves, they will have no sense of security.
□ negative effect
The threat is not the best way to improve performance.
▫ If the assigned time is not enough, no matter how scary, work is not completed on time.
What is even worse is that if the target is not implemented, you must honor your threat.
□ Managers must have physical part
▫ Management involves the heart, stomach, souls and nose.
▫ So ... with your heart to lead, believe your stomach (believe in your premonition), build a team's soul, training a nose that can smell the lie.
□ Use the command war to act as a metaphor for management
▫ When the battle begins, the real work of the manager has been completed.
□ Interview and recruitment
▫ Recruitment involves all body parts related to management: heart, soul, nose and stomach (but mainly gastrointestinal).
▫ Do not try to recruit alone - two parenteral stomach is twice as many as a stomach.
▫ For new employees, let them assume the same difficulty in the past, and postpone challenging targets to the next time.
▫ Summary: The person you most want to hire may also know other good people.
He listens more, less.
▫ If the material is organized first, then all things will be better.
□ Improvement of productivity
▫ There is no "short-term productivity improvement".
▫ The increase in productivity is from long-term investment.
Anything that promises to immediately see the effect is likely to sell the rivers and lakes.
□ risk control
▫ Manage projects by controlling risks.
▫ Create and maintain risk statistics for each project.
▫ Track the risks of rootic, not just the end of the hateful results.
▫ Evaluate the probability of each risk and possible overhead.
▫ For each risk, predict the early sign of the avatar.
▫ Appoint a risk control company, this person should not maintain the attitude of "I can travel" inside the organization.
▫ Establish a simple (probably anonymous) channel, so that the bad message can be passed to the high level.
□ Prevent failure
▫ ▫ ▫ 断 断.
▫ Controlling failure is more comprehensive than optimization.
I have to have a hard work and cancel the failure. ▫ Unless it is necessary, don't get together a team: go out to find a team that has been formed.
▫ Keep a good team (as long as they are willing), to help your successor avoid the team to condense slowly or cannot condense.
▫▫ Complete together - ready, and willing to accept new work - as one of the gains of the project.
▫ The day and final stage of the project will be the same as the damage to the project.
▫ There are countless ways to waste a day ... but there is no way to take back the day.
□ Modeling and simulation of development process
▫ Take your intuitive modeling of the work process.
▫ Use these models in the exchange of colleagues to communicate, refine the idea of the project operation.
▫ The model is used to simulate the results of the project.
▫ Adjust the model according to the actual results.
□ "morbid politics"
Every day, you must be prepared to gamble ...
▫ ... but this does not guarantee "pathological politics" will not affect you.
▫ "Disease Politics" may appear anywhere, even in the healthiest organization.
▫ "Disease Politics": The desire for individual power exceeds the goal of the organization itself.
▫▫ 是 is this unreasonable goal with the target's target, it may also appear.
▫ "The most informed side effects of" morbid politics ": it is dangerous to streamlined projects.
□ metric
▫▫ Measure the size of each product.
▫ Don't persist in units - when you wait for the objective metric, use your own subjective unit.
▫ Collect raw data (can be calculated software feature) from the completed project to derive the birth productivity.
▫ Continuously improve your metric equation until its calculation results have the best correspondence between project works in the original database.
▫借 With a trend line with a database painting, the expected workload is displayed as a function of the humanometric unit value.
▫ Now, for each item to be evaluated, the manuality is calculated but so, and the expected work value is found on the trend line according to this value.
▫▫ Tolerance indicated by the interference horizontally around the productivity trend.
□ Process and process improvement
The good process and the continuous process improvement are a great goal.
▫ It is also a very natural goal: excellent technical workers will pay attention to them, whether you tell them.
▫ Official process improvement procedures need to spend money, spend time; specific process improvements will delay project progress. Although it will eventually reflect productive gains, they cannot offset the time of flowering improvement.
However, the project has a sufficient benefit from a single, correct choice method improvement, and win back to the time and money to change this change.
▫ During the process of project, do not want to implement improvements within the scope of more than one method. A variety of technologies improvement procedures (such as improvement of a CMM level) It is likely to make the project to complete these procedures.
The danger of the standard process is that people may lose important opportunities for shortcuts.
▫ 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
▫ If there is no significant reduction in debugging, there is no way to make the project a large number of advances.
▫ High-speed completed projects are much less proportional to the time of debugging.
▫ High-speed completion projects are much more than the design time.
▫ (mobilization change :) 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.
□ the effect of pressure
People under the pressure cannot think faster.
▫ Increase overtime time will only reduce productivity.
▫ Short-term stress or overtime may be useful strategies because they can focus their employees and make them the importance of work. But long-term pressure is definitely wrong.
▫ The reason why the manager will apply so much pressure, maybe because they don't know what to do. Or feel discouraged because of other issues issued.
▫ The worst prediction: the real reason for using pressure and overtime is to make everyone look better when the project fails.
□ Angry manager
The anger and humiliation in management will be infected. If senior managers like to swear, low-level managers will also be sampled (just like a child who is often embarrassing is easy to become a parent of love).
The insults in management are often 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 you do better after being insulted?
▫ If the manager uses the method of insulting to stimulate employees, this shows the incompetence of the manager, not the incompetence of employees.
□ vague specification document
The vague marks in the specification documentation have unresolved conflicts between different system participants.
▫ If a specification document does not contain a full input output list, then it is no hope: it has not begun to indicate anything.
▫ No one will tell you that a specification document is not bad. People tend to blame themselves, not blame documents.
□ conflict
▫ As long as there are multiple participants during the development process, there must be conflict.
▫ Creating and installing the system's business is particularly prone to conflicts.
Most of the system development groups lack the ability to resolve conflicts.
The conflict should pay attention. Conflicts are not a lack of professional ethics.
▫ Should notice in advance: Everyone 'Win' is valued. Make sure everyone at each level will win.
▫ Negotiation difficult; mediate easy.
▫ If the interests of the two people are completely or partially rejected, pre-arranged, ready to ask the two parties to resolve conflicts by adjustment.
▫ Remember: We are all standing on the same side; opposite to us is the issue we have to solve.
□ role of catalyst
▫ There is a personality of such a catalyst city. Such people will help the team's formation and condense, maintain team health and productivity, and contribute to the project. Even if the "catalyst" is nothing (in fact, they will do a lot less), and the role of this catalyst is also important and valuable.
▫ Adjustment is a special job of "catalyst". Adjustment is learning, and only a small investment can learn.
▫ Mediation should start from a small ritual. "Can I help you regulate it?" This is the first step in resolving conflicts. □ Human error
▫ ▫ 你 死 死 地 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西 西.
□ personnel arrangement
▫ In the early days, the person's super-edience forced the project to cross the key design phase (this is to make all people can do it).
▫ If the work is given to many people before the design is completed, then the interface between people and the working group will be complicated.
▫ This will increase the internal coupling of the team, the meeting time, duplication of labor and invalidation will increase.
▫ The ideal personality is this: In most of the project, it is designed by the small core team to add a large number of people in the final phase of the development (the last 1/6 of time schedule).
▫ Terrible guess: Time to arrange pressing projects, more reasonable projects with time schedule, the time to complete it is longer.
□ Project sociology
▫ Let those who don't have to be relieved to leave, thus maintaining the streamline. There is a disclosed agenda and strictly implemented, which is the easiest way.
▫ Project requires a ceremony.
▫ Use small rituals to make people pay attention to the goals and ideals of the project: small-scale meetings, zero defects, and more.
▫ Take action to prevent people from angry.
Remember: anger = fear. Just a manager who is angry with the lower level must be because fear will do.
▫ ▫ ▫: If everyone knows "anger = fear" this truth, it can obviously see that the angry person is scared. Because he can no longer conceal your fear, he will not be angry. (This cannot solve the problem of these angry people, but it will definitely make others very much.)
□ "sick politics" (old talks)
Don't want to cure a sick person.
▫ Don't waste time, don't cause yourself danger because of the morbid state of trying to treat the boss.
▫ Sometimes, your only choice is waiting, wait for the problem to solve, or wait for a chance to continue to move.
The miracle is likely to occur (but don't expect it).
□ Exquisite
▫▫ ▫ 兵 政 政 公司 公司 公司 公司 公司 公司 公司 公司 公司, 公司 公司, 公司,,, 公司,,,,,,,,,
▫ The company's goal should be exactly the opposite: flourishing and humanized.
▫ When you hear the word "extortion", remember its string: failure and intimidation.
□ basic common sense
▫ The project requires both goals and needs to plan.
▫ and both of these should be different.
