"Last Term" - Important Principles of Project Management
The four major elements of quality management: choose the right person. Assign them the right job. Keep their enthusiasm. The help team condense and keep the team's cohesiveness. (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 that there is no sense of feelings from the direct intimidation from the objective world, but if the managers may abuse the power to punish themselves, they will feel that there is no sense of security.
Negative effect threats are not the best way to improve performance. If the assigned time is not enough, no matter how scared the threat, work will not be completed on time. Worse, if the target is not implemented, you must honor your threat.
The body part of the administrator involves the heart, the stomach, souls and nose. So ... with your heart, believe in your stomach (believe in your premonition), build a soul of the team, training a nose that can smell the lie.
A metaphor used to use the command war as a metaphor started in the battle, the real work of the manager has been completed.
Interview and recruitment recruitment involves all physical parties related to management: heart, soul, nose and gastrointestinal stomach (but mainly gastrointestinal). Don't try to recruit alone - two parenteral stomach is better than twice the stomach. For new employees, let them bear the same difficulty in success, and postpone challenging goals to the next time. Distinguisice: The person you most want to hire may also know other good people. Listen more, less. If you first consolidate the material, then all things will be better.
The increase in productivity has no "short-term productivity improvement". The increase in productivity is from long-term investment. Any commitment to immediately see the effect is likely to be the Wan Ling Oil sold by the rivers and lakes.
Risk control management projects by controlling risks. Create and maintain risk statistics for each project. Track the risks of rootic, not just the end of the nasty. 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 do" inside the organization. Establish a simple (probably anonymous) channel, let the bad message can be passed to the high level.
Prevent failures from breaking the wrist. Controlling failure is more comprehensive than optimization to improve your comprehensive achievements. There is a hard work, and cancel the failure of failure as soon as possible. Unless necessary, don't condense a team: go out to find a team that has been formed. Maintaining a good team (as long as they are willing) to help your successor avoiding the team to condense slowly or cannot condense. The team that condenses together - ready, and is willing to accept new work - as one of the gains of the project. The damage caused by the project at the beginning of the project is the same as the injury caused by the project. There are countless ways to waste a day ... but there is no way to take a day.
Modeling and simulation of the development process and the intuitive modeling of the completion of the work process. Use these models in the exchange of colleagues to communicate, refine the idea of project operation. Use the model to simulate the results of the project. The model is adjusted according to the actual results.
Every day, "sick politics" must be accurate to gamble ... But this does not guarantee "pathological politics" will not affect you. "Disease politics" may appear anywhere, even if it is in the healthiest organization. "Disease Politics": The desire for individual power exceeds the goal of the organization itself. Even if this unreasonable goal is backed by the organization's target, it may also appear. Side effects of "morbid politics": it makes a streamlined project danger. Metric metric size of each product. Don't persist in units - when you wait for objective metrics, use your own subjective unit. From all possible raw data (can be calculated software features) to construct metrics. Continuously improve your metrics until its calculation results have the best correspondence between project works in the original database. With a trend line with a database, the expected workload is displayed as a function of the humanometric unit value. Now, for each item to be measured, the artificial measurement unit value is calculated and the expected working value is found on the trend line based on this value. Use the interference level around the productivity trend as the tolerance indication of the mapping.
Process and process improved process and ongoing process are excellent objectives. They are also very natural goals: excellent technical workers will pay attention to them, regardless of whether you tell them. Formal process improvement procedures need to spend money, spend time; specific process improvements will delay project progress. Although it eventually reflects the harvest of productivity, they cannot counteract the time of the process improvement. However, the project has a sufficient benefit from a single, correct choice method improvement, and wins back to the time and money paid for this change. During the project, do not want to improve within the range of more than one place. 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 standard processes is that people may lose important opportunities for shortcuts. Especially for the project, the standard process will be very strict, because they have made enough work (useful and useless), so that everyone is busy keeping.
Change the way to complete the work If there is no significant reduction in debugging time, there is no way to make the project to complete in advance. High-speed completion projects are much less proportional to the time in debugging. High-speed completed projects are much more proportional to the design time. If you don't care about others, don't take care of others, don't want them to do something unusual. If you want them to change, you must understand (and appreciate) their past.
The person under the pressure of the pressure does not 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 the difficulties of other methods. The worst guess: the real reason for using pressure and overtime is to make everyone look better when the project fails. Angry and humiliation in the management of angry managers are infected. If senior managers like to swear, the low-level manager will learn the same (just like a child who is often smashed, it 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 a method of insulting to stimulate employees, this shows the incompetence of the manager, not the incompetence of employees.
Virgin specification document specification documentation has unresolved conflicts between different system participants. If a specification document does not contain a full input output list, 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 without blaming documents. Conflicts As long as there are multiple participants during the development process, they will definitely have conflicts. Conflicts are particularly prone to the business of creation and installation systems. Most system development teams lack the ability to resolve conflicts. Conflicts should be paid attention to. Conflicts are not a lack of professional ethics. It should be declared in advance: "Win" of everyone is paying attention. Make sure everyone at each level will win. Negotiating is difficult, mediation is 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 mediation. Remember: We are standing on the same side; opposition to us is what we have to solve. The role of the catalyst has such a catalyst. Such people will help teams form and condense, maintain team health and productivity, resulting in contributing to projects. Even if the "catalyst" is not dry (in fact, they will do a lot less), the role of this catalyst is also important and valuable. Mediation is a special job of "catalyst". Mediation can be learned, and only small investments can learn. Mediation should start from a small ceremony. "Can I help you mediate?" This is the first step in the event of a conflict.
Human errors will be placed in death, not something you don't know ... but you "know" will never set up your death.
The staff arranged in the early days, and the personnel have forced the project to cross key design phases (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 work will be complicated. This will increase the internal coupling of teams, and the meeting time, duplication of labor and invalidation will increase. The ideal personnel are like this: in most of the project, the small core team is designed by the small core team, and the final stage of development (the last 1/6 of time schedule) is added to a large number of people. Terrible conjecture: Time arrangement is more reasonable, and the time scheduled is more reasonable, and the time to complete is longer.
Project sociology allows people who don't have to be able to leave, thus maintaining the streamline. There is a disclosed agenda and strictly implemented, which is the easiest way. The project needs a ceremony. Use small rituals to make people pay attention to the ideal status 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. Opinions: If everyone knows how to "angry = fear", you can clearly see that people are scared. Because he is unable to conceal your fear, he will not be angry. (This cannot solve the problem of these angry people, but it will definitely let other people are so good.) "Disease Politics" Don't want to cure a sick person. Don't waste time, don't make yourself threatened because of the morbid state of trying to treat the boss. Sometimes, your only choice is to wait, wait for yourself to solve, or wait for a chance to continue to move. The miracle is likely to occur (but don't expect it).
Essence of excitement is a minimalist approach to failure companies, which makes employees negative but failure. The company's goal should be exactly the opposite: flourishing and humanized. When you hear the word "extrap skills", please remember its string: failure and intimidation. Basic common sense projects require both goals and programs. And both of these should be different.
"Deadline" The Deadline "Software Management and Software Engineering Renditions" ----------------------------- Author: Tom DeMarco translator : Umlchina Translation Group Bear Day Publishing Date: December 2002
