1、at handling interpersonal relationships, resolving conflicts, persuasion, and selling ideas. Youll have to be able to deal with situations ranging from hiring and firing staff, to negotiating schedules, to having someone crying in your office during a performance discussion session. I found it valua
2、ble to start my management career with a listening skills class. As individual contributors, we often have the luxury of energetically pushing our own technical agendas on the group. Managing effectively demands a more collaborative and receptive interpersonal style. It took me awhile to learn how (
3、and when) to skillfully channel my natural assertiveness. The listening skills class provided a communication mechanism that I have found useful in many situations. Next, step to the other side of the podium and improve your presentation skills. If you are really uncomfortable at public speaking, a
4、Dale Carnegie course can be helpful. Practice what you learn through such training, and you will find that your enhanced communication ability will serve you well in any job you hold in the future. As a project leader, you will be responsible for coordinating the work of others, for planning and tra
5、cking projects, and for taking corrective actions when necessary to get a project back on track. Take a training course in project management, and begin reading books and articles on project and risk management. Join the Project Management Institute and read their monthly magazine, PM Network. The S
6、oftware Engineering Institutes Software Capability Maturity Model (The Capability Maturity Model: Guidelines for Improving the Software Process, Addison-Wesley, 1995) contains much useful advice on software project planning and project tracking. Your ability to set priorities, conduct effective meet
7、ings, and communicate clearly will have a substantial impact on your effectiveness as a manager. Define “Quality” Almost everyone takes quality seriously and wants to produce high-quality products. However, theres no universal definition of what “quality” means in software. Debates rage about “good
8、enough” software versus more traditional views of software quality. To help steer your group toward success, spend some time working with your team members and your customers to understand what quality means to them. A Project Management PrimerPage 3 These two communities often do not have the same
9、definition in mind, so its easy to work at cross-purposes. A manager focused on delivery schedule may be impatient with an engineer who wants to formally inspect every line of code. A customer to whom reliability is paramount wont be happy with a product containing scads of seldom used features, alo
10、ng with scads of bugs. A spiffy new GUI might turn off a user whose fingers have memorized how to efficiently use the previous version of the product. To better understand our customers views of software quality, my group at Kodak once invited our customers (fellow employees) and their managers to a
11、n open forum to discuss this topic. This forum was valuable because it showed where our groups ideas of what constituted quality did not match the perceptions of those who used our products. Understanding the differences can help you focus energy where it will yield the greatest customer benefit, no
12、t just where it will provide the greatest developer satisfaction. Traditional interpretations of software quality include conformance to specifications, satisfying customer needs, and the absence of defects in code and documentation. The buzzword of “six-sigma quality” sets a very high bar for defec
13、t density or frequency of failure, but it doesnt address such quality dimensions as rapid product delivery, usability, a rich feature set, and delivering value for the price paid. While we all would love to have all of these quality characteristics maximized in the products we both create and purcha
14、se, trade-offs are always necessary. During the requirements phase on one project, we created a list of ten quality attributes (such as efficiency, interoperability, correctness, and ease of learning) we thought would be important to the users. We asked a group of key customer representatives to rat
15、e each of these attributes on a scale of 1 to 5 for desirability. Once we had determined which attributes were most significant, we could design the application to achieve those objectives. If you dont go to the trouble of learning what quality means to your customers and then designing to deliver t
16、hat quality, youre just lucky if the customers get the quality characteristics they expect. One of the more interesting quality definitions I have heard is “the customer comes back, but the product does not.” Work with your customers and developers to define appropriate quality goals for each produc
17、t. Once determined, make achieving these quality objectives an unambiguous top priority. Lead by example, setting very high personal standards for the quality of your own work. Adopt this motto: “Strive for perfection; settle for excellence.” Recognize Progress Recognizing and rewarding the achievem
18、ents of your team members is an important way to keep them motivated. Unless your group already has a recognition program in place, this should be one of your top priorities. Recognition can range from the symbolic (certificates, traveling trophies) to the tangible (movie coupons, restaurant gift ce
19、rtificates, cash bonuses). Presenting recognition of some kind says, “Thanks for what you did to help,” or “Congratulations on reaching that milestone.” By investing a small amount of thought and money in a recognition and reward program, you can buy a lot of goodwill and future cooperation. Also re
20、member to recognize people outside the development group, including customer representatives and support people who contribute in special ways to the projects success. Talk to your team members to understand the sorts of recognition and rewards they find meaningful. Make recognition events for accom
21、plishments large and small a standard component of your team culture. Also practice the implicit recognition of showing sincere interest in the work being done by each member of your team and doing all you can to remove obstacles to their effectiveness. Recognition is one way to demonstrate to your
22、team membersand to others A Project Management PrimerPage 4 outside your groupthat you are aware of and appreciate the contributions they make to the success of the team. Learn From the Past Its possible that some of the projects undertaken by your group in the past were not completely successful. E
23、ven on successful projects, we can often identify things we would do differently next time. As you embark on your new leadership role, take some time to understand why earlier projects have struggled, and plan to avoid repeating the same mistakes. Software development is too hard for each manager to
24、 take the time to make every possible mistake on his or her own. Jump-start your own success by learning from what has worked - and failed - before. Begin with a non-judgmental assessment of the last few projects undertaken by your group, whether successful or not. Your goal is not to determine blam
25、e, but to do a better job on future projects. Conduct a post-project review (sometimes called a postmortem) to learn what went well and what could have been done better. Lead the team in brainstorming sessions or use an impartial facilitator to analyze each current project in the same way at major m
26、ilestones. In addition, become well-acquainted with established software industry best practices. A good place to start is with Part III of Steve McConnells Jolt Award winner, Rapid Development (Microsoft Press, 1996), which describes 27 such best practices. Also beware of repeating the 36 classic s
27、oftware development mistakes McConnell describes. Your team members may resist new ways of working, but your role as leader is to ensure that the team consistently applies the best available methods, processes, and tools.嬀鬀挀攀愀昀挀搀攀攀愀攀攀戀挀挀戀戀愀昀昀昀愀愀戀攀愀45c7cbb3514346b0093f4d635d883213b46bf8cdc2c18a22c75d
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36、rcentage#DIV/0! Pass Percentage90% Outcome #DIV/0! Dell / Supplier Confendential5 of 10COR.40.WWP.SQ.0125 Rev 1.2 Painting # Checklist Items Score Range 0-2 0-Non-Existent 1-Needs Improvement 2-Meets Expectations All 0 and 1 Items Need Corrective Action Comments 1.1 Are painting personnel trained an
37、d/or certified for the operations? Do the records evidence this? 1.2 Is there a WI for each operational process? 1.3 Is there a place for Hold, Reject, and Acceptable product with clear identification? 1.4 Is the Hold / Reject area well defined and segregated to not allow mixing of acceptable produc
38、t? 1.5 Does the WI for painting including procedure, material, tool, visual aid, and process setting (program, pressure, atomization, etc)? 1.6 Is optimal process setting (Robotic/manual spraying, oven) reached by design of experiment and is implemeteded in process? 1.7 Does temperature setup in ove
39、n follow recommendation from paint supplier in order to reach fully cure and is monitored at startup and in process? 1.8 Is there a mixing/blending procedure for paint preparation in order to reach best consistency and prevent particle/lump? 1.9 Is potlife monitored on two components liquid paint to
40、 prevent premature drying? 1.10 Does the process utilize process controls to monitor material thickness (I.e robotics)? 1.11 Is static controlled effectively to prevent defect in painting? 1.12 Is level of clean room maintained to prevent contamination from environment based on quality plan? 1.13 Is
41、 FAI conducted and approved by quality personnel including inspection on SOP, material, equipment, operator, and process setting? 1.14 Does supplier have the capability to conduct all required tests in house based on specification and reliability tests are conducted according to quality plan? 1.13 I
42、s paint viscosity monitored at receiving and startup for best quality and process stability? 1.14 While applying putty, touchup, or rework, does process follow the WI and is the part iinspected after touch-up? 1.15 Is masking by custom made fixture/insert/tape for best quality? 1.16 Is paint stored
43、based on suppliers instruction and its shelf life is monitored? 1.17 Is precaution taken to prevent fire or explosion by mishandling of flammable materials such as paint, thinner, and cleaning agent? 1.18 Is part handled properly to prevent contamination and scratch/dent by mishandling? This includes wearing gloves, transfer, storage, packaging, etc. 1.19 Is color chip stored with precaution to
