(15份)历年高考英语真题分类精编:七选五.doc
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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
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