arvutitehnika instituut * a.kalja * tarkvaratehnika eri software project management ii...

Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri

Software projectmanagement

II

• Intensification of meetings• Management of personal time• Desk, archive• Management of people• Motivation


TASKS OF ALLPARTICIPANTS

Before the meeting•Think about, is your participation needed at all? Can I send a reprasentative?• Think, is it enough, that I will participate a part time only?• If you do not participate, or delayed, please contact the chair.• If you have not received the agenda, ask for it.• Prepare for the meeting in advance.

In the beginning of meeting•Come to the meeting in time.•Close the mobile phone and laptop.• Try to familiarize yourself with the contents of the meeting

During the meeting•Listen the opinions of others..•Introduce your point of view.•Be active, but not obtrusive.•Give your constructive and positive contribution•Do not attack other ideas and suggestions.•Ask questions.•Write your own tasks and deadlines right up.•If you have dealt with your cases, you can leave.

After the meeting•Carry your promises out as soon as possible.•If you can not carry promises out in time, inform the chairman


TASKS OF ALLPARTICIPANTS (cont…)

At the end of the meeting, time-to-time

Evaluate the meeting(s) level:• Was the purpose/outcome of the meeting clear?

• Was the agenda formerly known?

• Was another topic regarding to the meeting previously known?

• Have all of them prepared the meeting before? If not, way?

• Did the meeting began, exactly? If not, way?

• Did you deviate from the agenda? If „yes“, why was that purposeful?

• Have agreed on the implementer of decision and implementation of decisions over time?

• Have be used any part of the meeting time not profitably? Way?

• Was the purpose of the meeting achieved? If not, way?

• How would the meeting be better or effective?


TASKS OF THE CHAIRMAN

Before the meeting• Remember purpose of the meeting

• Is it suitable for discussion at the meeting? Can be

things solved in any other manner by -phone, telephone or video meeting, dialogue with a colleague via e-mail, etc.• Gather right people in the right place at the right time - Make sure that they have the time and the wish to participate in the meeting - If necessary, inform personally, what they look for? -Keep the number of participants possible minimum

• Choose the correct working methods• Choose the right meeting room taking into account the necessary equipment, silence for work (if you should go out of the house)• Create agenda - Put the priorities and items of times on the agenda - Do not take too many items on the agenda• Share the agenda beforehand, for information• Check that the equipment is in order• Check that the others are preparing as well

In the beginning of the meeting

• Start exactly (in general) do not wait for latecomers• Introduce the purpose of the meeting and people's roles• Motivate the participants of the meeting


TASKS OF THE CHAIRMAN(cont…)

During of the meeting

• Prevent meeting from outside interlopers• Chair the meeting flexible• Motivate• Give feedback• Ask opinions• Activate latecomers correctly, for exam. with questions• Supervise using of time• Concern yourself with the birth of decisions, but do not immature decisions• worry that the decisions and actions + supervisor + timetable will be agreed and writed up• Make summaries, time-to-time• Keep timetable• Modify daily schedule and/or method of the work,if needed• Finish on time• Make a final summary of the decisions and actions• Agree the next meeting time, content, and participants

After the meeting

• Inform down and up and aside• Watch the implementation of the decisions,

- for example, at the beginning of the next meeting


TASKS OF THE SEKRETARY

Before the meeting

•Ask the chairman about requirenments of documentation

In the beginning of the meeting

• Check that the equipment would be okay

During the meeting

•Try to get and do subtotals•Ask interraptions if I do not write down•Ask clarification and further information•Write down for any decision:

•WHAT MUST BE DONE•WHO MAKES •WHEN OR WHAT TIME

• Ask if you did not understand or did not hear

After the meeting

•Make and share the protocol to participants and to needed people


TASKS OF THE EXPERT

Ekspert on külas olev täht, kes osaleb vaid teatud ainekäsitlusel. Ta ei ole tingimata kohal kogu aja ja tal ei oleüldiselt otsustusõigust.

Before the meeting

•Prepare for the topic•Outline the topic, use examples•Check availability of technical equipment and how it works•Check, that your materials are with you

During the meeting

•Try for domination•Do not surprise about negative or passive welcome


AS FIRMA Ltd Invitation

pp.kk.aaaa

1/1 Subject: topic Time: day, start - finish Place: room Invited: a

bc

Preparing: Preparing instructions Schedule:

Topics: Who: Duration: 1) Minutes of the previous meeting

Introduction to the schedule 2) … … … n) Others questions n+1) Next meetings Attachments: attachment


AS FIRMA Ltd MINUTES

pp.kk.aaaa

1/1 Topic: topic Time: day, start - finish Place: place

Present:Invited: a, chair

bc, sekretary

Schedule:

Who is Dead-Topic: respons.: line:

1) Minutes of previous meeting

Introduction of the schedule 2) … … … n) Others questions n+1) Next meetings:

Time:Place:Topics:

Time:

Place:Topics:

Attachments: attachment


PC - BASEDMEETINGS TECHNICS

EQUIPMENT:•PC•PRINTER – BUT NOT ESSENTIAL•COMPUTER SCREEN ON THE WALL (everybody would look the agenda and decisions )•PROJEKTOR - NOT PORTATIVE.•TEXT EDITOR+TEMPLATES OFMEETING SCHEDULE/MINUTES•MEETING ROOM, WHICH LIGHT ISCONTROLLABLE*YOU CANNOT SEE THE IMAGE!

BEFORE THE MEETING:•DOWNLOADING AND SENDING AGENDA TO THEPARTICIPANTS BY EMAIL/ON THE PAPER•CHECKING OF THE EQUIPMENT

DURING OF THE MEETING:•WRITING OF THE MINUTES ON THE PCAND SHOWING ON THE SCREEN NB! ONLY DECISIONS YOU SHOULD WRITE DOWN

AFTER THE MEETING:•REVIEWING OF THE MINUTES (ANDPRINTING OUT)


TOOLSOF THE MEETING

•PROJECTOR- FELT PENS (normal)- SLIDES- SPARE LAMP

•DRAWING PAPERS- FELT PENS

NB! - black and blue highly visible - red and green poorly visible - no waterproof pens for the room with whiteboard- adhesive strip (or POST IT)

•WHITEBOARDL- special board pens only!

•WHITEBOARD WITH COPING FACILITIES- check, what copymachine and paper are OK- NB! Old pens are not visible- Do not delete before copying!


TOOLS OF THEMEETING (cont…)

• PC (+projector)

* for writing minutes/reminder

* for restructuring of ideas

* for searching in databases

* for sending e-mails

* for organizing new meetings

* etc. etc.

• Skype or phone conferencing system

• Videoconferencing system

Highligts


MANAGEMENT OFPERSONAL

TIME


PROBLEMSOF TIME

MANAGEMENT


DOES THIS SEEM FAMILIAR?


GENERAL PROCESS OF PROBLEM SOLVING

1. PROBLEM OR HISSIGNS APPEAR

2. ANALYSE THE PROBLEMSKEY/REALREASONS

3. Remove reasons of the problem

4. When the main reasons are removed, the problem is removed as well

PROBLEMSYMPTOMS

REASON1

REASON2

REASON3

REASON1.1

REASON1.2

REASON1.3

REASON2.1

REASON2.2

REASON3.1

REASON1.3.1

REASON1.3.2

REASON2.2.1

REASON3.1.1

REASON1

REASON2

REASON3

REASON1.1

REASON1.2

REASON1.3

REASON2.1

REASON2.2

REASON3.1

REASON1.3.1

REASON1.3.2

REASON2.2.1

REASON3.1.1

PROBLEMSYMPTOMS

PROBLEMSYMPTOMS

PROBLEMSYMPTOMS


WAY-TECHNOLOGY

• FOR FINDING OF MAIN REASONS OF PROBLEMS

PROBLEM:TIME MANAGEMENT

IS NOT UNDER CONTROL, HURRY

I’M NOT PLANNING

THE USE OF TIME!TOO MUCH

WORKCLIENT

“PERTURB”ETC...

WAY ?

WAY ?

NOT BE ABLETO SAY “NO”

TOO MUCHROUTINE WORK

NOT DELEGATE NOT FREEFROM OLD

WORKS

WAY ?

ETC...ETC...

IF I DO MYSELFTHE WORK IS

SOON FINISHED

CANNOTFIND WHO WILLDO OLD WORKS

IT IS NICE TODO OLD WORK

ETC... ETC...ETC...

ETC...

WAY ?

NEW PERSONDOES NOT HAVE

KNOWLEDGE

IS NOT TAKEDTHE COURSES

DON’T RISK TO JUMP OUTFROM SQUIRREL WHEEL

WAY ?

WAY ?

WAY ?


Analyze why time management is difficult or why using and/or planning of time is not manageable. Think main reason of problem (for example “hurry” is not a reason).

WAY THE TIME IS NOTMANAGEABLE?


RULES OF GROUP WORK

•AGREE WITH GROUP OUTCOME OF THE WORK PREVIOUSLY,WHAT WOULD YOU LIKE / ARE TRYING TO GET READY•ASSESS OPPORTUNITY TO GET RESULTS IN GIVEN PERIOD•MAKE THE SCHEDULE OF GROUP WORK:

- WHICH STEPS THE SCHEDULE WILL HAVE?- CALCULATE AMOUNT OF TIME FOR EACH STEP

•THINK, WHAT IS RIGHT METHOD OF WORK, IF YOU TAKES INTO ACCOUNT GOAL AND AVAILABLE TIME•CHOOSE A SEKRETARY AND AN INFORMATOR OF RESULTS – LET THEY STARTS TO WORK

•SPEND FIRST A FEW QUIET MOMENTS, •VEETKE ALGUL PAAR VAIKSET HETKE, DURING WHICH EVERYONE SOLVES THE PROBLEM THEMSELVES - LATER WORKS TOGETHER

•SUPERVISE TIME USAGE AND COMPARE IT WITH PLANNED TIMETABLE•BE SURE THAT YOU ARE SOLVING CORRECT PROBLEM•MAKE SUMMARIES•SELECT THE MAIN RESULTS IN TIME •BE POSITIVE•HARK•ASK•BE ACTIVE

*IN THE BEGINNING OF GROUP WORK*

*DURING THE GROUP WORK*

Highligts


PLANNING AND MANAGEMENT METHODS AND

TOOLS FOR USING OF TIME


PLANNING THE USING OF TIMEIN NUTSHELL

PROBLEM

SOLUTION

THE LIST OF TASKS,THAT MUST BE DONE

IN CERTAIN TIME

TIMEFRAMES, FOR SOLVING

THESE PROBLEMS

TOO MUCHTASKS,

CAN NOTPERFORM ALL!

1) PUT TASKS INTO THE CLASSES OF IMPORTANCE, BY USING YOURCRITERION

2) OMIT TO PERFORM OR DENY THOSE TASKS, THAT DON’T FIT INTO TIMEFRAMES

FOR EXAMPLE:CLASS 1:• MUST BE DONE• A QUICK THING

CLASS 2:• SHOULD BE DO• DO NOT BORN

CLASS 3:• WOULD BE NICETO DO• NO HURRY

US

EF

UL

TIM

E

THEY WILL REMAIN WITH IN ANY EVENT


NO – TASK LIST

NO - TASK LIST IS A LIST OF THINGS THAT WE SHOULD NOT DO 1. LESS QUICK THINGS, IF THE QUICK ARE PENDING

2. TASKS IN WHICH NOT TAKING NOTHING HAPPENS; ASK YOURSELF: "WHAT IS THE WORST OUTCOME, IF I DO NOT THIS TASK?“ ;

IF THE ANSWER IS NOT REALLY BAD, THEN DO NOT IT!3. THINGS, THAT ONLY ATTRACTING OTHERS

4. THINGS, THAT SOMEONE ELSE CAN DO5. THINGS, THAT SOMEONE ELSE SHOULD DO6. THINGS, THAT YOU SHOULD NOT DO AT ALL

NO – TASK LIST:THINGS I SHOULD NOT DO OR

THAT I SHOULD DO LESS


STMM - SIMPLE TIMEMANAGEMENT METHOD

EVERY TIME IF YOUAGREES OR PROMISES

SOMETHING, WRITE IT DOWNIN THE PLACE, WHERE YOU

CAN SEE IT IN THE RIGHT TIME

WEEK 44

WEEK 43

WEEK 42

WEEK 41

FRI 13.03

THU 12.03

WED 11.03

TUE 10.03

MON 09.03

TASK/ DEADLINEPROBLEEM

TASKS BASKET

LIST OF WEEK TASKS

LIST OF DAY TASKS

TASKS BASKET IS A LIST OF MEMORY, WHERE YOUWRITES DOWN ALL THE TASKS, THAT YOU SCHOULD DO IN A LONG PERIOD, FOR EXAMPLE IN A YEAR,NOT IN A WEEK

LIST OF THE WEEK TASKS IS A LIST, WHERE YOU WRITES DOWN ALL THETASKS, THAT YOU SHOULD DOIN A WEEK

LIST OF DAY TASKS IS A LIST,WHERE YOU WRITES DOWN ALL THETASKS, THAT YOU SCHOULD DO IN A DAY


THE WORLD'S CHEAPEST AND EASIEST TIME MANAGEMENT SYSTEM

TIME LEADER®•THE USUAL LITTLE BOOKLET

• A6 SIZE, OR OTHER SUITABLE

NB!

TASK DEADLINE

WEEK 41

MON TUE WED THU

RESERVE FOR THE BASKET OF TASKSSAME PAGES IN THE BEGINNING OFBOOKLET

• RESERVE FOR EVERY WEEKA PAGE • MARK ON FOUR FOLLOWING PAGE NUMBERS OF THE WEEK

• RESERVE FOR EVERY DAY 1/2 OR 1 PAGE FOR EVERY DAY• MARK WEEKDAY AND A NUMBER OF THE DAY

FOLD THE CORNER OF THIS WEEK - THIS FACILITATES FINDING THE WEEK!

BASKET OF TASKS

LIST OF WEEK TASKS

LIST ON DAY TASKS


USING time.LEADER®

®time.LEADER on Oy Laatukonsultointi P. Kantelinen Ab oma

IN THE BEGINNING OF MONTH

• TAKE FROM BASKET OF TASKSAND FROM OTHER SOURCESTASKS, THAT PERFORMS IN THISMONTH AND MOVE THESE INTO LISTS OFTASKS

• SCRATCH FROM BASKET OF TASKSTHOSE TASKS, WHICH HAVE DONE ALREADY

• TIME EXPENDITURE: 10-20 MIN

BASKET OF TASKS

LISTS OF WEEK TASKS

TASK/ DEADLINEPROBLEM

WEEK 44WEEK 43

WEEK 42WEEK 41

IN THE BEGINNING OF WEEK• IF YOU HAVE NOT FINISHEDSOME TASKS IN LAST WEEK, THENMOVE THOSE INTO THE LISTOF THIS WEEK

• SUPPLEMENT LIST OF WEEKTASKS WITH TASKS FROM OTHERSOURCES, THAT YOU WILL DO INTHIS WEEK AND MOVE THEN INTO THE LISTS OF DAY TASKS


LIST OF WEEK TASKS FRI 13.03THU 12.03

WED 11.03TUE 10.03

MON 09.03

WEEK 41

IN THE BEGINNING OF DAY

• IF YOU HAVE NOT FINISHEDSOME TASKS IN LAST DAY, THENMOVE THOSE INTO THE TODAY’S LIST.

• PICK UP FROM THE WEEK TASKS LISTAND FROM OTHER SOURCES TASKS;THAT YOU WILL DO TODAY ANDMOVE THOSE INTO THE LISTOF DAY TASKS


LISTS OF DAY TASKS

LIST OF DAY TASKS LIST OF DAY TASKS

MON 09.03. MON 09.03.


USING time.LEADER®Cont...

DURING THE DAY WHEN TASK IS PERFORMED

• IF THE TASK IS FINISHEDSCRATCH IT FROM THE LISTOF DAY TASKS AND FROM LIST OF WEEK TASKS

LIST OF DAY TASKS

LIST OF WEEK TASKS

MON 09.03. WEEK 41.

MON 09.03.

LIST OF DAY TASKS

WEEK 41.

LIST OF WEEK TASKS

TASK / DEADLINEPROBLEM

BASKET OF TASKS

DURING THE DAY, WHEN NEW TASKS ARE COMING

WEAR time.LEADER ALWAYS WITH YOU

AND USE ITAND USE IT ! !

PUT IT:• INTO THE LIST OF DAY TASKS, IF IT ISDONE TODAY

• INTO THE LIST OF WEEK TASKS, IF YOU WILL PERFORM IT THIS WEEK (OR WEEK,WHICH HAVE „OPEN“ LIST OF TASKS OR

• INTO THE BASKET OF TASKS, IF YOU WILL PERFORMIT AFTER OR YOU DON’T KNOW PRECISELY WHEN.DON’T FORGOT WRITE DOWN THEDEADLINE OF TASK!

EVERY TIME IF YOU AGREES OR PROMISES SOMETHING, WRITE IT DOWN

IN THE PLACE, WHERE YOUCAN SEE IT IN THE RIGHT TIME

EVERY TIME IF YOU AGREES OR PROMISES SOMETHING, WRITE IT DOWN

IN THE PLACE, WHERE YOUCAN SEE IT IN THE RIGHT TIME


HOW TO GET USING OF TIME UNDER MANAGEMENT?

PUT THE PRIORITIES FOR THE TASKS

• MARK TO DIRECT INCOME AREAS OR TASK,WHERE ARE YOU SUPPOSED TO ACHIEVE RESULTS• PUT THOSE PRIORITIES• IF YOU DO NOT KNOW THEIR INCOME AREAS OR THOSE SEQUENCE OF IMPORTANCE, SIT DOWN WITH YOURBOSS AND MAKE THEM CLEAR• PUT THE PRIORITIES FOR THE DAY TASKS, FOR EXAMPLE.: 1. MUST TO DO 2. SHOULD TO DO 3. WILL BE NICE TO DO

BE STUBBORN – ACT BY PRIORITIES

First th

ings first

• SELECT TASKS ONLY BY PRIORITIES • IF YOU STARTSTHE TASK, ASK YOURSELF, "IS IT THE RIGHT TIME TO ACCOMPLISH THAT TASK?"• LEARN TO SAY NO - BOTH FOR YOURSELF AND FOR OTHER - DO NOT ACCEPT TASKS, THAT YOU CAN NOT DO OR CAN NOT DO PROPERLY - DO NOT TAKE FROM YOURSELF TASKS, THAT DO NOT FORWARD ACHIEVEMENT OF IMPORTANT RESULTS

• DO NOT FORWARD TASKS, THAT ARE TEDIOUS, BUT IMPORTANT

Do it Now!It takes the same amount of time, doing it now or later!


HOW TO GET USING OF TIME UNDER MANAGEMENT? CONT...

REFINE TASKS TO THE SMALL PIECES AND MAKE EACH LITTLE PIECE FROM START TO FINISH

• TASKS ARE LARGE AND SMALL, REFINE THEY TO THE PIECES/STAGES• COMPILE A DAY SCHEDULE - AND FOLLOW IT • DON’T BREAK OFF BEFORE YOU HAVE FINISHED THE STAGE• DEAL BONUSES THEMSELVES (COFFEE, CHOCOLATE, WWW), IF YOU HAVE PASSED A STAGE ACCORDING TO THE PLAN • START THE DAY DOING ONE OF THE MOST IMPORTANT / TEDIOUS / DIFFICULT TASK; SO YOU STARTS A POSITIVE DAY• MAKES RHYTHMS FOR THE DAY: - IMPORTANT / TEDIOUS / DIFFICULT TASK - LIGHT / SMALL / LESS IMPORTANT TASK - IMPORTANT / TEDIOUS / DIFFICULT TASK - LIGHT / SMALL / LESS IMPORTANT TASK - ETC…• DO IMPORTANT / TEDIOUS / DIFFICULT TASKS THEN, IF YOU ARE FRESH

WORK INDIVIDUALLY, IF YOU NEED QUIET ENVIRONMENT

• DIRECT CALLS TO SECRETARIES / CENTERS / SOMEONE ELSE OR USE ANSWERING MACHINE• PUT A LABEL “PLEASE DO NOT DISTURB!” ON THE DOOR• COME TO THE WORK EARLY - QUIET (AND THE PARKING AREA IS FREE!)


HOW TO GET USING OF TIME UNDER MANAGEMENT? CONT...

DO NOT INSERT DAY SCHEDULE FULL

• CONTINIOUSLY ARE COMING „SURPRISE TASKS”

RESERV INTO CALENDAR “TIME FOR YOURSELF”

• IF YOU PUTS INTO CALENDAR MEETINGS WITH OTHER ONLY, YOU GETS WRONG PICTURE ABOUT „FREE“ TIME• RESERVE „TIME FOR YOURSELF“ THENYOU CAN FINISH IMPORTANT TASKS IN TIMEAND YOU CAN AVOID OVERLOADING

SAVE TABLE CLEANE

• KEEP ON TABLE „JUST MOMENTS PAPERS“ ONLY• OTHER PAPERS KEEP IN RIGHT PLACE: FOLDERS/ARCHIVES/BOOKSHELVES ETC.• OUT OF SIGHT - ALSO FROM MIND

CONTROL THE USING OF TIME- IMPROVE IT

• MAKE SOMETIMES THE ANALYSIS OF TIME USING:TWO TIMES IN THE YEAR, ABOUT WEEKS • PAY ATTENTION TO THE NEXT THINGS:

- NUMBER OF INTERRUPTIONS, AND THEIR CAUSES- REALITY OF SCHEDULES - ARE THE PRIORITIES TILL IN THE FORCE?


TRACKING FORMOF USING THE TIME

EXEC. ____A.K.______DAY ____17.03______

E=task planned before today.V=task from the list of old tasksU=new task, opened today.K=braek, a visitorI= braek, myselfT=phone call

TIMESTART-FINISH TASK

TYPE:E/V/U/K/I/T

IMPORTANCE:1/2/3

7:30-7:45, 15 B́riefcase empting E 27:45-8:05, 20´8:05-8:20, 15´8:20-8:23, 3´8:23-8:26, 3´ 8:26-8:27, 1´8:27-8:37, 10´8:37-8:43, 6´8:438:57-9:02, 5´9:17-10:10, 1t21´

10:10-10:12-10:17, 5´11:05-11:10, 5´

-11:20, 60´11:20-11:35, 15´11:35-11:50, 15´11:50-12:35, 45´12:35-13:00, 25´13:00-13:40, 40´13:40-14:00, 20´14:00-15:45,1t45´15:45-16:20, 35´

AS. A: R.results, orders paying E,I(kohvi) 2AS. B: Orders E 1

AS. C: Call to Kaie E 1Call to Sirjele I 1

AS. D: Call to Margusele E 2AS. F: Call to Harrile E 1

Tasks to the sekretary E 2AS. F:Preparing lecture materials E 1

AS. A: call PUnknown number P

Call E 1Secretaryr K 3Dealer call P 1

LunchPost

AS. G: Preparing lectures 1AS. D: Calls P 1

Discussen E 1Secretary I 3

AS. G: Preparing lectures E 1Post (DHL) K 3



EXEC. __________DAY __________

O’clock TASKTYPE:

E/V/U/K/I/TIMPORTANCE:

1/2/3TIME

7:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:0012:1512:3012:4513:0013:1513:3013:4514:0014:1514:3014:4515:0015:1515:3015:4516:0016:1516:3016:4517:0017:1517:3017:4518:00




EXEC. __________Day __________

TIMESTART-FINISH TASK

TYPE:E/V/U/K/I/T

IMPORTANCE:1/2/3


Highligts


DESK AND ARCHIVEFOR PRODUCTIVITY

RAISING

Arvutustehnika instituut * A.Kalja * Tarkvaratehnika eri

ACCUMULATED OR MUDDLED DESK

WHY ?

• THAT THE PAPER/THINGS WOULD BE VISIBLY AND IN MIND, THAT WITH THEM MUST TO DO SOMETHING• JUST JUST MOMENT MOMENT NO TIME FOR PAPERWORK / FOR PUTTING THINGS TO THE RIGHT PLACES• PAPERS/THINGS DON’T HAVE PERMANENT PLACES• CORRECT PLACES ARE FULL - THERE IS NO PLACE• DO NOT UNDERSTAND WHY SHOULD EVERY THING HAVE A RIGHT PLACE• SOME JUST LIKE TO DO DISORDER•

WHAT PROBLEMS ACCUMULATED DESK RAISES ?

• ALL THE JOBS ARE CONSTANTLY IN THE EYES->STRESS• UNFINISHED WORK UNDER THE EYE-> IMPOSSIBLE TO CONCENTRATE AND I WILL CHANGE THE WORK• UNFINISHED WORK UNDER THE OTHERS-> SOMETHING WHICH IS LEFT UNDONE• DIFFICULT OR IMPOSSIBLE TO FIND• SOMEONE BRINGS A PAPER AN MY DESK IF I AM NOT IN -> SUCH PAPER WILL REMAIN UNNOTICED


PRODUCTIVE DESK

• CONTINUOUSLY CAN BE ON THE TABLE - SEE PICTURE BELOW• ALL OTHER SURFACE OF DESK BELONGS TO PAPERS AND THINGS OF MOMENT TASK• IF A TASK IS DONE, ALL PAPERS/THINGS ARE PUT BACK IN ITS PLACE, OUT OF SIGHT INTO ARCHIEVE OR BOX

OUT OF SIGHT -OUT OF MIND AS WELL

BOXESOF

PAPER

PH.

TASKSOF THE DAY PERSONAL BELONGINGS

CD-d

PC


PAPER SHELVES

INCOMING POST

TO DO SOON

FOR READING

SHELVES KEPT PAPERS,• that are at hand • that are ACTUAL OR• that are REPEATEDLY needed

INCOMING MAILS ARE ON THE TOP-ALL PLACE INCOMING POST THERE ANDONLY THERE

PAPERS, THAT ARE FOR PROCESSINGIN THE NEXT FEW DAYS

PAPERS/PRESENTATIONS THAT AREREADING IN THE NEXT FEW DAYS

A COUPLE OF SHELVES FORSPECIAL ACTIVE PAPERS• PROJECTPAPERS• SOFTWARE SYSTEMS MANUALS AND SHORT DESCRIPTIONS• ETC.

NB!LOOK SHELVES TIME_TO_TIME OVER AND PUT OLDDOCUMENTS ASIDE.

DON’T PLACE ARCHIVAL DOCUMENT INTOSHELVES, BECAUSE

• ARCHIVING SHOULD DO NOW OR• SOON, PUTTING TO DO SOON BOX


IF YOU LET OBTAINED PAPERS

IF YOU HAVE PROCESSED/READ A PAPER AND YOU DIDN’T NEED ITAT MOMENT, PROCEED AS FOLLOWS:

1 2

IF YOU SHOULD COME BACK TO APPROPRIATE PAPER, MARK

• BASKET OF TASKS OR

• CORRESPONDED LIST OF WEEK OR

• CORRESPONDED LIST OF DAY

WHEN YOU COMES BACK AND WHAT YOU WILL THEN DOING

NB!TASK. TIME

WEEK 41

MON THU WED TEO

PLACE PAPER IN ITSPLACE – NOT ON DESK

TO DO SOON

A)IF YOU WILL DO SOMETHINGIN THE NEXT FEW DAYS

B)IF YOU WILL TOLATER

C) IF YOU DON’TNEED MORE


ARCHIVING RULESARCHIVE=SHELVES,BOXES, LOCKERS, ETC.

THINK FOR EACH PAPERA LOGICAL PLACE

PUT THE PAPERS INTO ORDER:• INTERLINKED THINGS PSYSICALLY CLOSE • OFTEN CONSUMED PAPERS IN THE BEGINNING OF FOLDER• BY SUBJECT• BY TIME• IN ALPHABETIC ORDER• BY FREQUENCY OF USING• BY LIFE CYCLE• BY NEEDS• ETC

ORGANIZE PAPERARCHIVE AND COMPUTERCATALOGS/FOLDERS (ALL COMPUTER PRODUCED DOCUMENTS) IN THE SAME STYLE

SAVES SPACE - UNLESS YOU USE THICK NECESSARILY FOLDERS, THEN USE THE PLASTIC SLEEVES, ETC.

USE ETIQUETTES AND LISTS,MADE BY PENCIL OR BY COMPUTER

IF YOU DO NOTHINGWITH A PAPER

PUT IT BACK PUT IT BACK IIN ITSN ITSPLACEPLACE

IF FOLDER OR SHELF IS FULL• ORGANIZE IT AGAIN• PUT THE PAPER INTO ARCHIEVETO IT NOW !

ASK BY EVERY PAPER,WHERE IS ITS RIGHT PLACE

OR?

?

Highligts


MANAGEMENT OFPEOPLE


LEADERSHIP


MANAGEMENT VS. LEADERSHIP

MANAGEMENT LEADERSHIPPLANNING AND

BUDGETSUUNA LEIDMINE

• COMPILATION OF DETAILED LIST OF TASKS AND TIMETABLE• PLANNING OF RESOURCES

• CREATING VISIONSOF THE FUTURE• DEVELOPMENT OF CHANGE STRATEGY FOR REALIZATION OF VISIONS

AGENDACREATION

HUMANNETWORKCRETION

FOR ACHIE-VEMENT

OF RESULTS

ORGANIZING SHOWING DIRECTION TO THE PEOPLE• ESTABLISHING AND MAN-

NING OF ORGANIZATION• DELEGATION OF RESPONSI-BILITIES AND RIGHTS• CRETING RULES AND OPE-RATIONAL INSTRUCTION FORMANAGEMENT OF PEOPLE• CRET. SUPERVISING MECH..

CLARIFICATION OF THE DIRECTIONS IN WORDS ANDIN ACTIONS TO ALL, WHO’SWORK IS NEEDED FOR CHANGES

MANAGEMENT, MONITO-RING, PROBLEM-SOLVING

MOTIVATING AND INSPIRING

• COMPARISON OF RESULTSAND TRENDS• TESTIFICATIONOF ABERRATION• REALIZATION OF PLANS AND CREATING ORGANIZATIONFOR PROBLEM SOLVING

INSPIRING OF PEOPLE FOROVERCOMING BUREACRATIC, AND RESOURCE BARRIERS, IF IN RETURN WILL SATISFIEDNEEDS OF HUMAN GOODS AND DREAMS

PERFOR-MANCE

RESULTSPREDICTABILITY AND OR-DER IN CORRESP. LEVEL

CREATING CHANGES

ABILITY CONSTANTLY TO PRODUCE RESULTS, THAT DIF-FERENT STAKEHOLDER AREWAITING (CLIENT-HOLDING TIMETABLE, MANAGEMENT-HOLDING BUDGET ETC.)

ALLOWS ESPECIALLY DRA-MATIC CHANGES (BREAK-THROUGH PRODUCT CREATION, INTRODUCTION OF NEW WORKING METHODS, NEWQUALITY


MANAGEMENT VS. LEADERSHIP Cont...

WHEN MANAGEMENT IS NEEDED AND WHEN LEADERSHIP?

HIGH

LOWLOW LARGE

PROJECT COMPLEXITY / SIZE

RATE OF CHANGES

NEEDEDIN PROJECT

DISCERNIBLE LEADERSHIPNOT MUCH

MANAGEMENT

DISCERNIBLE LEADERSHIP

AND MANAGEMENT

A LITTLE MANAGEMENT

OR LEADERSHIP

DISCERNIBLE MANAGEMENT

AND A CERTAIN DEGREE OF

LEADERSHIP


WHAT MAKES A LEADER?

LEADER NOT-LEADER

• TAL ON SELGE PILT RÜHMA EESMÄRKIDEST JA TA OSKAB NEED ÜLE ANDA INIMESTELE

• VÕTAB ALLUVAD KAASA AS- JADE ETTEVALMISTAMISEKS JA EESMÄRKIDE PÜSTITAMIS.

• HEA KUULAJA

• NÄITAB HEAD EESKUJU

• INNUSTUB ISE JA SAAB TEISED KA INNUSTUMA

• “KULDSUU”, KASUTAB NÄIT- LIKKUST, TEEB SHOW’D

• LÄHEB HÄDAS INIMESTELE APPI

• TREENER, PROBLEEMILAHEN- DAJA, NÕUANDJA, KISAKÕRIDE JUHT• RÄÄGIB INIMESTEST, TUNNEB ENNAST TÖÖKOHAL INIMESTE SEAS HÄSTI

• PEATÄHELEPANUKS ON FIRMA EESMÄRGID, KVALITEET JA TOODANG NING INIMESTE EEST HOOLITSEMINE

• EI TEA ISEGI, KUHU PEAB MINE- MA, RÄÄKIMATA, ET ALLUVAD TEAKSID

• OTSUSED TEEB ISE JA ANNAB NEED TÖÖTEGIJATELE TEADA

• HEA RÄÄKIJA; KUULEB, AGA EI KUULA• “ÄRGE TEHKE NII KUI MINA TEEN, VAID NII NAGU MINA ÜTLEN”• EI INNUSTU ISE EGA SAA KA TEISI INNUSTUMA

• EI RÄÄGI MIDAGI, PÜSIB AINULT KITSALT ASJA JUURES

• HÄDAS OLEVA KUTSUB KABINET- TI ASJAST ETTE KANDMA

• NÄHTAMATU, JAGAB TÖÖTEGIJA- TELE KÄSKE

• RÄÄGIB ISIKUTEST/RESSURSSI- DEST; TUNNEB ENNAST EBAMU- GAVALT TÖÖTAJATE SEAS

• PEAB SILMAS ISIKLIKKU KASU, PREEMIAID JA SEISUNDIT JA VÄ- LIST SILMAPAISTVUST



LEADER NOT-LEADER

• ANNAB TIHTI HINNANGUID, MIS ON ÕIGLASED JA PEAMI- SELT POSITIIVSED

• TUNNISTAB OMA VIGU, KIIDAB NEID, KES TEEVAD VIGU JA TUNNISTAVAD NEID• TAGASIHOIDLIK, AGA MITTE ALISTUJA

• SUHTLEB MEELELDI KÕIGITI HARITUD INIMESTEGA

• VÕTAB SÜÜ OMA PEALE

• JUHITAV, USALDATAV, SIRGE SELJAGA

• PÜÜAB KORRALDADA INIMES- TE ÕNNESTUMISI, AVAB UKSI

• NÄEB VIGADEST ÕPPIMISVÕI- MALUSI

• LAHTINE

• PEAB LUBADUSI

• ON SEDA MEELT, ET MAJAS ON VÄHEMALT KAKS HEAD INI- MEST TEMA JÄRGLASTEKS

• INFO KULGEB PEAASJALIKULT ÜHTE SUUNDA, TEMA KABINETTI, KUI HINDAB, SIIS PEAASJALIKULT NEGATIIVSELT• EI TEE KUNAGI VIGU, KÄIVITAB AJUJAHI SÜÜDLASTE LEIDMISEKS

• UHKE, ASUB “TEISTEST KÕRGEMAL”

• ARMASTAB HEIETADA JA UUDI- SEID PAJATADA

• OTSIB PATUOINAST

• MITTEJUHITAV, RÄÄGIB MIDA AR- VAB, ET TEISED SEDA KUULDA TAHAVAD, MANIPULEERIB• TUNNEB TEISTE EBAÕNNEST MÕNU

• NÄEB VIGADES AINULT KARISTA- MISE MÕTET

• SALATSEV

• LUBAB PALJU, TEEB VÄHE

• KINDLUSTAB, ET TEMALE EI TU- LEKS “VÕISTLEJAID”

CONT...



LEADER NOT-LEADER

• KERGESTI KÄTTESAADAV

• AUSTAB KÕIKI INIMESI

• KANGEKAELNE, KA KÕIGE RASKEMATES PROBLEEMIDES• JÄRELEANDMATU

• LIHTSUSTAJA, NÄITAB ASJU KERGEMALT

• SEEDIB AVALIKKU ERIMEEL- SUST• KASUTAB TIHTI EESNIMESID

• TUGEVAD KAALUTLUSED

• TEEB VAJADUSEL KA “MUSTA TÖÖD”• “PAINDLIK”, INIMESTE JUHT

• DELEGEERIB TÄHTSAID ASJU

• ANNAB INIMESTELE PIISAVAT “VABADUST”• PANEB RASKEID, KUID SAAVU- TATAVAID EESMÄRKE• SAAB INIMESED ENNAST TÄHT- SAINA TUNDMA• ANNAB KA TEISTELE AU

• RASKESTI KÄTTESAADAV

• LAHE VAID “OMASUGUSTEGA”

• OSAV VÄITLEJA

• JÄRELEANDMATU VAID SIIS, KUI OMA EELIS ON KÜSIMUSE ALL• KEERUKAKS AJAJA, NÄITAB ASJU RASKEMALT

• EI SEEDI AVALIKKU ERIMEELSUST

• EI TEA TÖÖTAJATE NIMESID

• KÕIGUB, KUI ON VAJA OTSUSEID

• “MUSTAST TÖÖST” KÕRGEMAL

• “KÕVA”, NUMBRITE TAGAAJAJA

• TEEB ISE KÕIK LÕPPOTSUSED

• PEAB INIMESI OMA OHJADES VÕI JÄTAB LAOKILE• PANEB EBAREAALSEID ÜLESAN- DEID VÕI EI PANE ÜLDSE• SAAB TÖÖTAJAD TUNDMA EN- NAST TÜHISTENA• VÕTAB AU ENDALE, KAEBAB HEA- DE INIMESTE PUUDUST

CONT...


ISEENDA LIIDRI-OMADUSTE HINNANGINDIVIDUAL WORK

Käi läbi eespool toodud LIIDRI-omaduste loend ja peegelga nendes ennast; kuidas needomadused näitavad üldiselt Sinu juhtimismeetodeid ja käitumistavasid.

Märgi “+” nende omaduste juurde, mis on Sinu tugevad küljed.

Märgi “-” nende omaduste juurde, mida Sa tahaksid rohkem arendada. Vali nendest kolm välja ja tee tegevuskava, kuidas Sa saad konkreetselt nende heaks tegutseda. Või võta ette üks konkreetne tegevus, mille realiseerid lähitulevikus. Määratle, mida ja kuidas teed, millalteed ja kellele teed. Näiteks: “Korraldan 23 nädalal workshop’i ja kaasan oma projekti-rühma planeerima järgmise etapi eesmärke ja ajakava” või “Kiidan järgmisel projektikoos-olekul Reinu andmebaasi päringusüsteemi arendamise eest” või “Võtan ette projekti eesmär-kidest ja tööpõhimõtest ühe sirgjoponelise tegevuskava ja pean sellest rühmale järgmise es-maspäeva hommikunõupidamisel sütitava kõne”.

MIDA JA KUIDAS TEEN KELLELE MILLAL

Highligts


MOTIVATING ANDREWARDING

Arvutustehnika Instituut * A.Kalja * Tarkvaratehnika eri

WHAT IS A MOTIVATION?

Motivum (old Latin): cause of the movement

• Internal cause of the movement

• The thing that makes a person act as your own wish


MIS MOTIVEERIB TARKVARATEGIJAID ?

Arutlege seda, mis motiveerib eriti tarkvarategijaid. Teiste sõ-nadega, kuidas saab neid head tööd tegema, nii mahuliselt kuika kvalitatiivselt, mis seob neid töö külge ja vajadusel panebendast andma kõike või veelgi enam.


KUIDAS PREMEERIDA TARKVARATEGIJAID ?

Arutlege konkreetseid meetmeid, kuidas tarkvarategijaid saabpremeerida. Võtke kontekstiks oma tööümbrus. Kuidas Te isepremeeriksite alluvaid või töörühma liikmeid. Kui Teil ei olealluvaid või projekti, siis kasutage empaatiameetodit: mida Teise tahaks saada preemiaks.

arvutitehnika instituut * a.kalja * tarkvaratehnika eri software project management ii...

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