barcode reader sdk vb.net EFFECTIVE MEETINGS in Software

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I once spoke to a project manager from a major maker of computers that was well known for creating excellent machines. They had been bought out by an even bigger company, and gone out of business within two years. I asked him what went wrong. He told me that the new parent company had eliminated their team meetings, and, without those meetings, they were not able to work together. In contrast, everyone I have talked to who has worked in an environment where meeting methods improved found that good meetings make for good work. Many managers who have never been to an e ective meeting nd this hard to believe. But when a meeting covers the necessary communication e ectively, the team gets work done. Meetings are worthwhile because they make the work e ective. Projects need three kinds of meetings: status meetings, which are discussed above, brainstorming sessions, and decision meetings. Brainstorming begins with a problem or issue that might not even be well de ned, and ends with options for further research. After that research, we pick up with a decision meeting where the options are reviewed and one is chosen.
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PART THREE Skills and Tools
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Table 12-1 The stewardship delegation tool.
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The leader (who delegates) de nes: 1. 2. 3. 4. 5. The starting point, both time and situation The ending point, both delivery date and desired results The working environment situation, overall work rules, and policies The resources available, including extra help and guidance A date and time by which the worker should inform the leader if it is possible that the delivery date cannot be met or desired result cannot be delivered 6. The consequences of successful delivery 7. A summary of the consequences of unsuccessful delivery Every time you pass a task on to someone, make sure you deliver these seven pieces of information. Also check to make sure that the steward understands and receives each one. The steward, the worker or supervisor receiving the delegation: 1. Decides how the work will be done, and by whom under his or her supervision 2. Develops and implements a project plan for the work 3. Gathers the resources and takes responsibility for getting them and managing them 4. Does the work, supervises the work, and takes responsibility for the work being done on schedule 5. Reports on all interim report dates, saying everything is ne, or we may not be able to deliver on time/to speci cation because, and here is how I suggest we remedy the situation, or I think we re okay, but here s something that concerns me, or help! 6. Delivers the result on time and to speci cation, and makes sure that the delivery is con rmed for everyone involved Every time you receive a task from someone, picture yourself doing these steps, and make sure you have everything you need to be able to do them. Notes: An entire project can be seen as a stewardship delegation from the organization or customer to the project manager. Projects run this way work very well. A good project manager is an e ective steward for the entire project, and empowers the group or sub-team leaders to be e ective stewards of their subprojects. He or she also empowers individual team members to be selfmanaged, that is, to be e ective stewards of their own work.
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CHAPTER 12 Managing Your Team
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Table 12-1 The stewardship delegation tool (Continued).
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It takes time to do this well. We recommend that you give this page to everyone on the project team. Each time a task is passed on, both people check this list to make sure that they are giving and receiving it well. If problems arise (miscommunications, missed deadlines, and so forth) come together to resolve the problem. Also take time to go back to this list and see what steps could be done more clearly next time to prevent this kind of problem in the future. This method can be used between equals, as well. If you and I make an agreement or have a commitment, you can be the steward of your commitment, as I am the steward of mine. Then, in creating the agreement, we make sure we give ourselves and each other the things the leader o ers, and we make sure we have received what we need to be e ective stewards (worker or supervisor). Then, as we carry through on what we do, we operate according to the role of steward (worker or supervisor). It can also work from a junior to his or her manager or supervisor. When a team member comes to us with a problem, and asks us to get authorization, or funding, or acceptance of a change of schedule from the sponsor or the customer, we are receiving a delegation upwards from a team member. And we respond by doing what the team member needs to succeed, and reporting back the results.
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