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TURN PROJECT MANAGEMENT ON AN ADVENTURE

Turn project management into an adventure
The main thing in the project is people. Whatever the theorists say controls with three-story diagrams.
So, how do I decide which person to hire?
How to build a cohesive team and set deadlines for employees and create innovations?

We found solutions to all these eternal problems of managers in Tom DeMarco’s book “DEADLINE”. Tom DeMarco is the head of the international consulting company Atlantic Systems Guild, specializing in building complex business systems, risk management, reengineering, and building a healthy corporate culture. The author has solved the phenomenon: why some projects succeed, while others die in obscurity and lack of profit.

Deadline
An IT company creates the best software in the world.
At the center of the novel is a management experiment:
18 teams with different working conditions develop 6 products, i.e. 3 groups of people work on one product. One team works under strict control, another-under weak, the third-freely. The main character shares his discoveries and conclusions.
WE HAVE SELECTED TIPS FOR YOU
STRONG MANAGERS.
HIRE AND NOT LET GO
FIND THE RIGHT PEOPLE
Hiring a good and capable person is half the battle. It will save you from mistakes and solve any problem.
GIVE THEM THE JOB THEY’RE PERFECT FOR
COME UP
Let the newcomers take up the tasks that they have successfully completed in the past. And convince other ambitions and growth to postpone until the next project.
DON’T HIRE PEOPLE ALONE
Together, you can handle interviews faster and more productively. The intuition of experienced managers will point to the right candidate.
COOL MANAGER
DIRECTS THE HEART
This is difficult to learn: either there is, or there is not. You can see him at once: he can be strict like a father, patient like a mother. Demanding as a distinguished history teacher. Inspiring and instructive as a Mentor.
FEELS IN MY GUT
Inside such a Manager, a large database is the sum of all life experience. And algorithms tell you how to treat incoming information.
PUTS HIS HEART AND SOUL INTO THE TEAM AND PROJECT
In the language of pragmatists, it creates a General worldview of subordinates. For example, it instills a cult of quality, a squeamish attitude to everything mediocre. Breathe your soul into the team, and the most valuable thing is formed around it — the community.
HAS A NOSE FOR ANY NONSENSE OR NONSENSE
He clearly knows how to separate a valuable offer from a meaningless one.
A team you can’t live without
THE TEAM YOU CAN’T LIVE WITHOUT
UNITE DIFFERENT PROFESSIONALS INTO ONE TEAM
Projects work just as well as those who make them can. When a team is working on a project, where everyone is on their own, then the soul has nothing to do with it. In this case, the role of the Manager is limited to mechanical activities-coordinating the work of the staff.
SAVE THE COMMANDS FOR THE FOLLOWING PROJECTS
Consider that a team that wants to continue working together is one of the main goals of any project. In the next project, there will be no problems with poorly performing employees.
EXPERIMENT: 3 TEAMS ON 1 PROJECT
How can you fail a project if three separate teams are doing it in parallel, and you only have to choose the one that will be completed faster and better than the others? This competition will help you create something truly valuable and unique in the market. Healthy competition and excitement motivate employees to come up with the best product.
CONTROL ALL RISKS: HOW TO SOLVE
A PROBLEM IN THE BUD
Even small risks can cause the project to fail. Agree on an indicator-a signal that indicates that the risk is turning into a problem. Let one of your employees keep an eye on it.
CREATE ACCESSIBLE (POSSIBLY ANONYMOUS) ONES
CHANNELS FOR REPORTING BAD NEWS TO MANAGEMENT
Let the boss be among the first to learn bad news, contrary to stereotypes. Employees are afraid to tell the boss directly that they will not be able to do the work on time. It is easier, of course, to be late. If the boss finds out about the problem late, it is difficult to fix the situation.
FIND A PRODUCTIVITY BENCHMARK
Calculate the previous time spent and find this standard. Remember, improving productivity is the result of long-term effort. Funds that promise immediate results are actually deceptive.
Salt of product development
SALT OF PRODUCT DEVELOPMENT
TYPE A SMALL COMMAND TO DEFINE
PROJECT CONCEPTS AND STRUCTURES
At first, a large team hinders and reduces efficiency. Why give unnecessary work just to occupy a large number of people? No need! A small team will do the job perfectly.
SET A SHORTER TIME LIMIT FOR TESTING
AND ERROR CORRECTION
Large projects require a lot of time to design. In this large-scale work, the error correction and testing process is the shortest.
BEWARE OF A STANDARDIZED APPROACH
TO IMPLEMENT THE PROJECT
Routine operations “blur” people’s thinking: they may miss an opportunity to save time and effort when implementing a project. Hire an individual to keep records. And the best approach to implementing a project is to try different options and calculate the pros and cons of each.
COMPLETE THE PRODUCT DESIGN STAGE
If the work is distributed to people before the design is approved, it will be difficult for all working groups to interact. You then face a series of unnecessary meetings, loss of independence and sabotage.
ADD NEW STAFF AT THE LAST STAGE
At this stage, we will invite experts who will decide the narrow professional tasks. They will complete the process without further argument. For example, programmers make a site based on a ready-made layout approved by the management of designers.
Time management: How do I avoid the project’s “death line”?
MANAGING DEADLINES: HOW TO AVOID
THE PROJECT’S “DEATH LINE”?
SET 2 DEADLINES
This process is governed by common sense. The project must have two deadlines — planned and desired. Accordingly, these are different dates.
DON’T WASTE YOUR TIME
The day you lose at the beginning of the project means just as much as the day you lose at the end. There are a thousand and one ways to waste a day and none to get that day back.
TIGHT DEADLINES ARE EVIL!
According to the experiment of the main character, those teams that do not set strict deadlines finish work faster. Judge for yourself, when colleagues are carried away by the idea and implementation, they will do everything quickly and with pleasure. Self-regulation will occur: more responsible employees will push the “hanging” employees to solve problems quickly.
We solve problems together
WE SOLVE PROBLEMS TOGETHER
CONFLICT IS INEVITABLE IF IT INVOLVES
SEVERAL PARTIES
There are many conflicts when creating a new project. Of course, everyone has their own subjective opinion and their own experience. The conflict has nothing to do with unprofessional behavior: swearing and insults.
LET EVERYONE KNOW THAT THEIR INTERESTS WILL BE TAKEN INTO ACCOUNT
Participants in the process should know that their opinions are being listened to. Make sure that it is.
INVITE A MEDIATOR TO RESOLVE THE DISPUTE
It is difficult for interested parties to negotiate. Then a mediator in the conflict can be a catalyst. These people are the project’s catalysts for creating a healthy team, relationships, and morale. They do a lot of things.
This is, of course, only part of the most valuable thing in the book about project management. Work together, learn from your own mistakes, or better yet, from others’, test hypotheses, and your project will be successful.

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