19 March 2007

邊個求邊個

女友又訴苦,呢次係因為佢老細今日鬧完人,賺工作跟唔上進度,聽日開壇作法。

該project又開始趕到完,之前己有提及,不贅。

其實係好簡單既問題o者,就係點解跟唔上進度嘛,唔駛鬧人丫,我幫你答。

一 個project會behind schedule(即係跟唔上進度),原因之一就係做得慢。一team人既整體速度,最optimal就一定係所有人係同一時間完成工作,而唔係阿a做完 阿b都未做完,要搵到呢個optimal speed,係manager既責任,而唔係走去鬧阿b點解做得咁慢。當然,optimal speed好難搵,咁可以阿a做完幫阿b手,總之唔好有人遊手好閒就得。

咁好喇,如果成team人都好忙,咁你都仲嫌慢﹖咁就唔係快慢既問題,而係就算快,都跟唔上進度,而你又好唔滿意。物理學基本常識:

時間x速度=距離

我substitute距離=成個project既進度,咁個問題就好明顯喇,係一定時間內達唔到指定既距離,就唯有增加速度,如果唔係就增加時間,或者兩樣一齊增加。時間同個客簽左contract唔加得,咁得番一條計,就係增加速度。

不 過如果你覺得你班o靚俾你鬧完一大輪之後工作速度就可以如你所願,咁你就太天真喇。我怕鬧完會弄巧反拙,打擊士氣,班伙計做得仲慢左,都時你喊都無謂。再 講,今時今日咁既市道,對一個programmer o來講,搵過份工話都冇咁易。咁既形勢你都仲可以隨便發火,只有兩個理由,一係你就買定你班o靚對你忠心耿耿,做到死都唔會走,一係你就唔愁請到人,呢班 走左你可以請過第二班人同你做。如果唔係,我諗你梗係做野做到黐左線。而家你做老闆要自負盈虧,打工仔可以今日交封辭職信,然後一個月滋滋遊遊跟埋d「手 尾」走人。而家邊個求邊個﹖

再講,時間x速度少於距離,除左時間唔夠,同埋做野做得慢,仲有第三個理由,就係距離太遠。你有冇計清楚,係一定既時間同大約速度(你成間公司既工作速度你應該可以大約預計到,預計唔到﹖你做乜野management),你set俾人既距離係幾多﹖ 俾五秒你跑一百米,你跑唔到﹖你都冇鬼用既! 哦,你咪鬧囉,你鬧齊我祖宗十八代,我都係跑唔到架啦,咁點o者﹖ 講o來講去,就係閣下係度發火鬧人根本無補於事。而閣下依然選擇咁做既原因,似乎係你除左鬧人,己經冇第二樣野可以做到。

所以傻仔,你聽賠錢啦今鑊。

2 comments:

  1. Anonymous1:12 AM

    According to your idea, it should be called 'critical path'(not optimal speed). Critical path analysis means to identify the tasks which must be completed in sequence and on time for the whole project to be completed on time.

    One of the key issues of HK working style is taking "just do it" approach. Not many people know what exactly is 'project management'. Suggest whoever owns the project to take some training course (instead of yelling people when the work is not done according to schedule)

    Hope your girl friend will find a way to set her boss's expectation. It is all about team work, communication and managing expectation.

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  2. Oh, it's a year ago and we got seperated already.

    But it's the culture in hongkong that most of the boss is lack of the sense of management. They spend all of the time thinking how to eliminate the cost, but not how to improve the whole team of his/her employees.

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