One of the biggest distractions is getting called into non-project related work, such as quality meetings, defect prevention activities, or even unplanned project meetings.
The best way to balance project related work and distractions is by making a priority based To Do list and ticking off the items on it. It works.
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There is nothing worse than a programmer with mediocre skills passing herself off as an "expert." When retooling / learning, it takes TIME to become proficient. Nothing prepares you to see a language in all its naked glory than in the real world.
The concept that one must learn ?Java? (insert ?hot? new language here) does programmers a disservice: Java is not appropriate for every project. It has its place and it is not a panacea for the world's ills.
Ever hear of Lisp--think it is a dead language? Check out this article on the value of knowing which language is appropriate for a given project:
http://www.paulgraham.com/paulgraham/avg.html
The concept that one must learn ?Java? (insert ?hot? new language here) does programmers a disservice: Java is not appropriate for every project. It has its place and it is not a panacea for the world's ills.
Ever hear of Lisp--think it is a dead language? Check out this article on the value of knowing which language is appropriate for a given project:
http://www.paulgraham.com/paulgraham/avg.html
We are on a flexible employee budget here and have worked over the years to identify our employee resources. At the same time we have tried very hard to identify the time required for each activity they complete. This has helped our project management effort a great deal. When we begin a new task that our group hasn't had experience with before, the first thing we do is try to quantify it so we can plan better for it in the future. Some of our tracking programs have proved extremely valuable for that effort.
The interesting thing is that as we all look at our own performance, our productivity as individuals and as a group goes up.
The interesting thing is that as we all look at our own performance, our productivity as individuals and as a group goes up.
This sounds extremely beneficial. I have been trying to do this in my individual work and have learned a tremendous amount about my own productivity and work patterns. We would like to try to do something similar among a group of employess, but that requires appropriate software, organized acquisition and use of the information, and employee buy-in. Do you, or anyone else out there who has done this, have any pointers to share?
Thank you.
Thank you.
But also must be considered the experience of the resource handling the assingment. Some companies like AT&T and several others (including the company I work for) use, very simple formulas to calculate this:
Say a factor for the resource (a factor of 1 indicates that that person does a 1 hour task in one hour)a more experienced person will have 1.something I have seen 3.65 factors and freshman will get a starting 0.65 factor...
If you like to know more from thie email me at lgarcia@promt.com I will send you a 1 page instructions on this.
Say a factor for the resource (a factor of 1 indicates that that person does a 1 hour task in one hour)a more experienced person will have 1.something I have seen 3.65 factors and freshman will get a starting 0.65 factor...
If you like to know more from thie email me at lgarcia@promt.com I will send you a 1 page instructions on this.
yes, please send me your one-page sheet.
At this and past consulting companies, I've generally tried to categorize experience levels - in cooperation with the resource manager, of course! - as Entry/mid/senior levels. I use the 1.0 factor for the 'best case or shortest time' if I had the senior that really knows how to do it as a dedicated resource -- any other resource thus takes longer. The 'worst case' longest time is the 'freshman' that needs lots of guidance...in which case the total effort goes up by increasing the seniors' QA effort from 10% to more like 20% to cover additional learning curve time.
At this and past consulting companies, I've generally tried to categorize experience levels - in cooperation with the resource manager, of course! - as Entry/mid/senior levels. I use the 1.0 factor for the 'best case or shortest time' if I had the senior that really knows how to do it as a dedicated resource -- any other resource thus takes longer. The 'worst case' longest time is the 'freshman' that needs lots of guidance...in which case the total effort goes up by increasing the seniors' QA effort from 10% to more like 20% to cover additional learning curve time.
Learn to estimate schedule time. Don't try to estimate some mythical time and multiply it by some equally mythical correction value.
Minimize the number of categories you are estimating (no more than 5). This runs contrary to the more popular approach of creating and adding up micro-estimates, but it allows you to compare categories of similar complexity across projects. I find it valid to even limit myself to one category, i.e., this project is similar to A or B that we did before and those took this amount of time.
If you estimate in large chunks like this, it is far easier to realistically apply adjustments based on project difference such as more or fewer people, and new or well understood technologies.
If your estimates ona project run very low(factors of 2, 3, or more), use the actual numbers on your next project as the going in estimates. Do not repeat your previous estimating process and try to multiply by a magic number. Finally, estimate actual schedule time, not some unreal, "perfect working environment" time.
Minimize the number of categories you are estimating (no more than 5). This runs contrary to the more popular approach of creating and adding up micro-estimates, but it allows you to compare categories of similar complexity across projects. I find it valid to even limit myself to one category, i.e., this project is similar to A or B that we did before and those took this amount of time.
If you estimate in large chunks like this, it is far easier to realistically apply adjustments based on project difference such as more or fewer people, and new or well understood technologies.
If your estimates ona project run very low(factors of 2, 3, or more), use the actual numbers on your next project as the going in estimates. Do not repeat your previous estimating process and try to multiply by a magic number. Finally, estimate actual schedule time, not some unreal, "perfect working environment" time.
Although I agree that you should not break down a project in very small chunks, there should be a clear breakdown of tasks and resources. The detail to which you do this should vary depending on the client as well as the size of the actual project. A project running 2 months will not get the same attention as one running 2 years. It is therefore a must to use corrective calculations to better gauge timelines.
I insist on an agenda
I insist on a realistic agenda of stuff that can be realistically discussed and dealt with in the time alotted
Wish list agendas are not accepted
Sometimes, with clients who are not respectful of time and just want to talkand talk and talk and not really get anything done, we also reply to the agenda with a cost factor (hourly rate X the people who are at the meeting) that shows what the actual consumption of resources is for these meetings - we find this focuses themond and the client's attention MAGNIFICENTLY - and tends to assist in staying to topic
If it is a specific project that is in the works - we also post a copy of the Project Charter statement - so that everyone keeps on track with dicussion that isfocussed on the actual Charter and purpose of the project - keeps tangets to a minimum
Not always 100% successful with all these ploys, but they sure help in the majority of meetings.
Ginny N, PMP
I insist on a realistic agenda of stuff that can be realistically discussed and dealt with in the time alotted
Wish list agendas are not accepted
Sometimes, with clients who are not respectful of time and just want to talkand talk and talk and not really get anything done, we also reply to the agenda with a cost factor (hourly rate X the people who are at the meeting) that shows what the actual consumption of resources is for these meetings - we find this focuses themond and the client's attention MAGNIFICENTLY - and tends to assist in staying to topic
If it is a specific project that is in the works - we also post a copy of the Project Charter statement - so that everyone keeps on track with dicussion that isfocussed on the actual Charter and purpose of the project - keeps tangets to a minimum
Not always 100% successful with all these ploys, but they sure help in the majority of meetings.
Ginny N, PMP
Biggest distractors: fellow workers with questions, phone calls. When I really need to work without ANY distractions, I place a full size model of Darth Vader in front of my door. This has become of symbol of LEAVE ME ALONE FOR NOW. Others in the office now use it when a task is really pressing.
For phone calls, I don't have a solution yet. I do not like to rely on voice mail.
For phone calls, I don't have a solution yet. I do not like to rely on voice mail.
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