asp net barcode reader PART ONE Hello, Project Management in Software

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PART ONE Hello, Project Management
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changed, we write it down. After the meeting, we modify the plan and make changes to the work schedule to meet the new deadline. Action items. During meetings, we decide to do things. However, often nothing happens. The rst step in making sure that the right work gets done is to create an action item. An action item names who will do the work, has a delivery date, and describes what will be delivered. It can include any notes that will help get the job done.
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Written decisions and action items allow us to follow through. Following through means taking e ective action, leading to the results we want. All too often decisions are made, plans are changed, but people do not hear about the changes. Or we remember what was said in a meeting, but someone else remembers it di erently, and then we do not have enough information to move forward. To be e ective means to have an e ect. Follow-through for meetings means translating agreements and decisions into written plans that become e ective actions. The ideas in the meeting result in a clear bene t: a better result than we would have had otherwise. Follow-through is also important at the end of each job we do. As we nish a task, we follow through in these ways:    Check your checklist. Review the checklist and make sure everything is done and done well. Expert extras. Take a look at the job. Is there anything that will make it just a bit better Put away your toys. Clean up after yourself. On a construction job, this can mean covering paint cans and cleaning brushes. For a bookkeeper, it means printing out a reconciliation, and putting copies of the invoices, marked paid, in the paper les. Why is it important So that when you come back whether for routine work or to track down a problem the next job is quick and easy. Ensure delivery. It is not enough to know that you sent it. The customer has to know that they got it. On one occasion I sent o a book proposal. When I was done, I called the editor and made sure that he had got it and could open the document and read it. It is a bit of courtesy, and also prevents big headaches on those occasions where the package does not reach the customer. Care with this kind of detail is what makes customers remember you for providing great service.
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CHAPTER 2 Tools to Use Over and Over PICTURE, PLAN, CREATE, IMPROVE, TEST, FIX, AND DELIVER
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This is the longer version of plan, do, and follow through. This seven-step process works for larger jobs because it supports the creative side of project work. Projects call for individual creativity and team collaboration. The best projects rede ne problems and come up with new solutions. So it makes sense to use the best tools for creativity and collaboration on our projects.
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Picturing and planning
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We add picturing to planning because we get better results when we have diagrams and pictures in front of us and in our minds, as well as words. When we are working alone, visualizing helps with creating the best solutions, and also helps us stay motivated. When we have a picture of what we are going to create, we really want to bring it into being. For example, each morning as I start to write this book, I look at a picture of the cover. I look at a list of what you will be able to do when you read this book. That keeps me focused on getting work done and on making sure that each chapter gives you what you need to be a better project manager. You can do the same by making a picture of what you are creating and putting it in front of yourself every day. Adding pictures to our words also helps us as a team. Two people can look at the same plan and understand it di erently. Two people can look at the same picture and agree, but not understand the details. But putting the two together makes a magical di erence. When you have a picture and a thousand words, the team is on the same page and sees the same detail. That is the beginning of collaboration. In collaboration, each person can suggest the best features and the best ways of doing things. These can be tested against the whole plan to make sure all the parts will work together. The result is a nished product that is better than the sum of its parts, a collaborative result that no one person could have created alone. That is the highest level of project success.
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