2008年3月20日

http://www.infoq.com/interviews/johanna-rothman-risk-games

里面谈到了几个应该避免的schedule game:

Split Focus:

But there are so many senior managers who because they multitask all the time, every day, that's their job, they have forgotten or really don't know that technical people need substantial time to really invest in the work that they are doing, they need to think. Sometimes thinking involves picking up a pen, sometimes thinking involves typing at the computer, sometimes it involves talking with other people, and sometimes people just sit back in there chair and think. And if they are constantly moving from one project to another there is no way. And that's crazy. Sometimes it happens where managers assign you two projects at the same time, just so you can't get bored. Very few of us actually get bored these days.

 

 

 

Bring me a rock:

you bring in your best schedule and then some senior manager says "Bring it in". And so you go back with your team and figure it out. Of course the first thing people say is: "Let's cut testing", like that's going to help you get the product done faster. It's not, but people work on it. "We can parallelize this, we can cut this corner, we can do this," none of that stuff ever works. And you bring in the date by two weeks. And you bring back the date to the senior manager and they say: "Not good enough".

and the Solution:

or you can ask a bunch of questions about what is driving this project, there are context-free questions to ask, you can say: "What does ‘done' mean? What are our release criteria? Let's make sure we are both talking about the same thing". You can move from time box to iterations so that you can get as much as much of the stuff done in priority order (preferably by value, not by risk), so that you can keep making progress as you go. And then when they say: "You are done", you are actually done with stuff