Manage people, not tasks
You can shrink this whole article to one phrase. Manage people, not tasks. Manage people, not tasks.
That says it all. But if there is something else inside you, when you read, there are still doubts, I suggest going a little deeper. Do you agree with the phrase “project is a team”? The same can be said more scientifically: “the quality of a project’s result is equivalent to the quality of a process”
If you do not agree with the latter, this is your business. Because the whole modern scientific part of project management is built on this idea. Six Sigma, Toyota Production System, TQM - this is all the result of the same idea, which in its most rigid form sounds like this. “A project is a team.” Especially reading that in fact the only tool and resource in the information business is people.
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From “teamwork” to TPS, it's really not that far. First came team management, HIM ( Human Interactions Management ), then business process management, BPM ( Business Process Management ), was born. So you need to start building Toyota from your company with a team. With people.
When choosing between giving fish and giving a fishing rod, I tend more towards the second solution. In relation to teamwork. Instead of pre-written job descriptions and message formats, it’s better to encourage people to negotiate. And write about the results of their agreements, create all the time formats and "roles." This is a more complex team building process, but in the long run it is paying off. Because the project is a team.
According to William Joyce in his Formula for Sustainable Business Success 4 + 2 , there are 4 business success factors:
Two of the four points relate exclusively to people and the internal structure of the organization!
To begin with, the team builds up a process of cooperation and negotiation (important qualities: creativity and trust). Then each team member works with an internal desire to retain the format (responsibility, clarity). And only then the process formats are formalized and “sewn up” in the system, in software. The system is “after” human interaction, not “before.” This is what the Manifesto of rapid development says, Agile Manifesto : "People and interactions are more important than processes and tools."
We put this idea into the foundation of Comindwork , a system of project management and cooperation. Using the basic agreement, you can achieve synergies in the work, that is, truly teamwork. And then we offer the tools to customize processes. Already on the basis of trust, continuous improvement, the responsibility of each participant both for the result and for the support of the process.
That says it all. But if there is something else inside you, when you read, there are still doubts, I suggest going a little deeper. Do you agree with the phrase “project is a team”? The same can be said more scientifically: “the quality of a project’s result is equivalent to the quality of a process”
If you do not agree with the latter, this is your business. Because the whole modern scientific part of project management is built on this idea. Six Sigma, Toyota Production System, TQM - this is all the result of the same idea, which in its most rigid form sounds like this. “A project is a team.” Especially reading that in fact the only tool and resource in the information business is people.
')
From “teamwork” to TPS, it's really not that far. First came team management, HIM ( Human Interactions Management ), then business process management, BPM ( Business Process Management ), was born. So you need to start building Toyota from your company with a team. With people.
When choosing between giving fish and giving a fishing rod, I tend more towards the second solution. In relation to teamwork. Instead of pre-written job descriptions and message formats, it’s better to encourage people to negotiate. And write about the results of their agreements, create all the time formats and "roles." This is a more complex team building process, but in the long run it is paying off. Because the project is a team.
According to William Joyce in his Formula for Sustainable Business Success 4 + 2 , there are 4 business success factors:
- Strategy: develop a well-articulated and growth-focused strategy and stick to it
- Execution: organize flawless practical implementation of the strategy
- Culture: develop and support a high performance corporate culture
- Structure: develop and maintain a “flat” and mobile organizational structure.
Two of the four points relate exclusively to people and the internal structure of the organization!
To begin with, the team builds up a process of cooperation and negotiation (important qualities: creativity and trust). Then each team member works with an internal desire to retain the format (responsibility, clarity). And only then the process formats are formalized and “sewn up” in the system, in software. The system is “after” human interaction, not “before.” This is what the Manifesto of rapid development says, Agile Manifesto : "People and interactions are more important than processes and tools."
We put this idea into the foundation of Comindwork , a system of project management and cooperation. Using the basic agreement, you can achieve synergies in the work, that is, truly teamwork. And then we offer the tools to customize processes. Already on the basis of trust, continuous improvement, the responsibility of each participant both for the result and for the support of the process.
Source: https://habr.com/ru/post/43596/
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