O ne speaker at a time no interruptions when another is speaking S end material

O ne speaker at a time no interruptions when another

This preview shows page 401 - 402 out of 517 pages.

O ne speaker at a time; no interruptions when another is speaking. S end material in advance, since people read much faster than speakers talk. A ction items at end of meeting, so people know what they should do as a result of the meeting. S et the date and time of the next meeting. 2. Managing people and conflicts. Thousands of books have been written on how to management people, but the two most useful ones that we have found are The One Minute Manager and How to Win Friends and Influence People .( Blanchard and Johnson 1982 ; Carnegie 1998 ) What we like about the first book is that it offers short quick advice. Be clear about the goals of what you want done and how well it should be done, but leave it up to the team member how to do it to encourage creativity. When meeting with individuals to review progress, start with the good things to help build their confidence and to give them time to learn the tasks at hand. At the same time, you need to be honest with them about what is not going well, and what they need to do to fix it. What we like about the second book is that it helps teach the art of persuasion, to get people to do what you think should be done without ordering them to do it. These skills also help persuade people you cannot command: your customers and your management. Both books are helpful when it comes to resolving conflicts within a team. Conflicts are not necessarily bad, in that it can be better to have the conflict than to let the project crash and burn. Intel Corporation labels this attitude constructive confrontation. If you have a strong opinion that a person is proposing the wrong thing technically, you are obligated to bring it up, even to your bosses. The Intel culture is speak up even if you disagree with the highest ranked people in the room. If conflict continues, given that Plan-and-Document processes have a project manager, that person can make the final decision. One reason the US made it to the moon in the 1960s is that a leader of NASA, Wernher von Braun, had a knack for quickly resolving conflicts on close decisions. His view was that picking an option arbitrarily but quickly was frequently better, since the choice was roughly 50-50, so that the project could move ahead rather than take the time to carefully collect all the evidence to see which choice was slightly better. However, once a decision is made, the teams needs to embrace it and move ahead. The Intel motto for this resolution is disagree and commit : “I disagree, but I am going to help even if I don’t agree.” 3. Inspections and metrics. Inspections like design reviews and code reviews allow feedback on the system even before everything is working. The idea is that once you have a design and initial implementation plan, you are ready for feedback from developers beyond your team. Design and code reviews follow the Waterfall lifecycle in that each phase is completed in sequence before going on to the next phase, or at least for the phases of a single iteration in Spiral or RUP development.
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  • Spring '19
  • Dr.Marcos

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