成功的项目团队winning project teams.htm

软考英语精典短文每日一练汇总 软考英语精典短文每日一练汇总

      <BR><BR>是什么造就了一个成功的专业项目团队？浏览一下成功的项目团队所固有的特点是很好的。对每个因素的重视程度对于项目的成功和评价业务客户的信任度将有很大的影响。 
      <BR><BR>System Building Competence<BR><BR>系统建造能力 <BR><BR>This is 
      absolutely critical. The ability to succeed is established within the 
      minds of the clients as well as the project team members in the early 
      stages of the effort. An <BR><BR>essential component of this perception is 
      both the management ability, the technical skills, and the sense of 
      direction possessed by the project leadership. Both the business clients 
      and the team can detect fairly quickly if the project leaders have "what 
      it takes" to take them to a final product. Without question this feeling 
      has a tremendous impact on morale. 
      <BR><BR>这是绝对关键的。成功的能力是在努力的早期阶段在客户的思想和项目团队成员中建立起来的。这个观点的本质在于管理能力和专业技术和由项目主管拥有的方向感上。业务客户和团队能够快速清楚的察觉项目主管是否有带领他们向最终目标前进的思想。毫无疑问这个感觉对士气是至关重要的。 
      <BR><BR>Humphrey Watts in his book Managing the Software Process, 
      describes a model for measuring the maturity of a software development 
      organization. These ideas were further refined by the Software Engineering 
      Institute (SEI) at Carnegie Mellon University. A brief summary of the 
      maturity levels of the model (in terminology which will relate to some of 
      the central themes of this white paper) are presented below: 
      <BR><BR>Humphrey Watts在他的书《管理软件过程》中描述了一个衡量软件开发组织成熟度的模型。这些观点由Carnegie 
      Mellon大学的软件工程组织作了进一步精炼。有关模型（有些术语与本文的一些要点有关）成熟层的简短概括如下： <BR><BR>Initial 
      Level<BR><BR>初始层 <BR><BR>A team or organization at this level tends to 
      take a chaotic, ad-hoc, "invent as we go" approach toward every new 
      systems building effort. 
      <BR><BR>处于这层的团队和组织试图以一种混乱的，特别的，"如我们所想的"方法对待每一个新的系统建造工程。 <BR><BR>Repeatable 
      Level<BR><BR>可重复层 <BR><BR>A team or organization at this level uses 
      planning techniques, gathers requirements in a systematic fashion, 
      utilizes software quality assurance techniques, and follows <BR><BR>a 
      patterned approach on each subsequent effort. 
      <BR><BR>处于这层的团队和组织通常使用编制计划技术，收集体系模式的需求，使用软件质量保证技术，并在后来的开发中使用模式化的方法。 
      <BR><BR>Defined Level<BR><BR>被定义层 <BR><BR>A team or organization at this 
      level follows defined methodological steps, uses process improvement 
      techniques to enhance the methodological approach, conducts regular 
      training programs, views the entire systems development process from an 
      integration perspective, and utilizes more disciplined information 
      engineering and structured development techniques. 
      <BR><BR>处于这层的团队和组织使用定义好的方法步骤，使用改进过程的技术来提高方法，管理有序的练习程序，从综合的观点看待整个系统开发过程，使用更加严格的信息工程和结构化开发技术。</DIV></TD></TR>
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      <DIV class=TitleInfoBox align=right>发表时间：2006-1-5 17:18:12　　　第1楼</DIV>
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      <DIV id=cont_right style="WIDTH: 495px">Ultimately, three major factors 
      contribute to the level of <BR><BR>success that systems building team will 
      enjoy at each of the <BR><BR>required integration points. One of these 
      factors is the <BR><BR>creation of "consistency" standards. During each 
      phase, <BR><BR>guidelines should be developed for both the content as well 
      <BR><BR>as the format of the final work products. A second important 
      <BR><BR>factor is cross-team communication. Common requirements, 
      <BR><BR>similar issues, shared data, and reusable functionality all 
      <BR><BR>should be openly discussed and coordinated. Sub-teams should 
      <BR><BR>participate in the development of overall high level shared 
      <BR><BR>goals and objectives which encourage cross-team interaction 
      <BR><BR>and decision making. A third factor is the insistence on the 
      <BR><BR>part of the top team leadership that individual and sub-team 
      <BR><BR>successes be innertwined. Consistent deliverable, quality 
      <BR><BR>assurance, methodological, and review standards must apply 
      <BR><BR>to all team members equally. 
      <BR><BR>最后，三个关键的因素将对系统建造团队将会享受每个需求的综合点成功级别起作<BR><BR>用。这些因素之一是一致性标准的建立。在每个阶段，详细的细节必须为内容和最后<BR><BR>的运行产品的形式所制定。第二个重要的因素是跨团队的交流。通常的需求，相似的<BR><BR>组织，共享的数据和可复用的功能都应该被公开的讨论和协作。子团队应该参加整个<BR><BR>高层的开发，共享鼓舞跨团队交互作用和决策制定的目标。第三个是代表高层领导的<BR><BR>坚持性，个人和子团队的成功相交互。交付的一致性，质量的保证，方法和复审标准<BR><BR>必须对团队的所有成员一视同仁。<BR><BR><BR><BR>Team 
      Goals and Individual Objectives<BR><BR>团队目标和个人目标<BR><BR><BR><BR>A project 
      team seems to develop a unique "personality" over <BR><BR>time. It becomes 
      a reflection of everyone involved, <BR><BR>radiating confidence and 
      certainty if spirits are high, <BR><BR>seething with doubts and confusion 
      when direction is <BR><BR>lacking. How can project dynamics be so 
      different from one <BR><BR>team to the next? Leadership certainly plays a 
      vital role, <BR><BR>but individual team member attitudes make the 
      difference. 
      <BR><BR>一个项目团队看起来时在开发一个独一无二的个性软件。成为每个参与者的反映，<BR><BR>如果士气高的话则充满自信和确定性，当缺乏方向时则由于疑虑和混乱而沸腾。怎样<BR><BR>才能使项目因团队的不同而不同？领导能力当然起了一个很关键的作用，但团队成员<BR><BR>的态度也会造成不同影响。<BR><BR><BR><BR>Two 
      fundamental questions illuminate the spirit of the group <BR><BR>effort. 
      First, is everyone on the team driving toward a well <BR><BR>defined and 
      articulative objective? Second, whose objective <BR><BR>is it? An amazing 
      thing can happen on development projects; <BR><BR>everyone is busily 
      working away on whatever it is that they <BR><BR>individually perceive as 
      his or her's most important tasks. <BR><BR>Hopefully, each person's work 
      will mesh with the rest of the <BR><BR>group's results. This will probably 
      happen if everyone <BR><BR>clearly and precisely understands the ultimate 
      phase <BR><BR>objectives. But what if they don't? 
      <BR><BR>两个基本的问题说明了组织努力的精神。首先，是不是团队的每个人都朝着已经制<BR><BR>定的清楚的目标前进？第二，这是谁的目标？在开发项目中可能发生这样令人惊讶的<BR><BR>事情，每个人都忙于她或他认为最重要的任务。希望是每个人的工作都能与其他人的<BR><BR>工作相吻合。如果每个人都很清楚并精确的指导最终的目标则可能，但如果不是呢？<BR><BR><BR><BR>This 
      is where human nature begins to step in and things can <BR><BR>begin to 
      get interesting. If the attitudes of the team <BR><BR>members tend to be 
      goal driven (which is good) but the team <BR><BR>leadership is fuzzy about 
      what the objectives really are <BR><BR>(which is bad), individual and 
      sometimes scattered goals <BR><BR>begin to pop up. Unique and potentially 
      conflicting agendas <BR><BR>take shape. Before you know it everyone is 
      busily working <BR><BR>away and the atmosphere appears to be productive. 
      But an <BR><BR>time of reconciliation lies ahead. At some point the 
      <BR><BR>individual results must be combined, and depending on the 
      <BR><BR>fit, the attitude of the team will ultimately be affected. 
      <BR><BR>The group's mission or purpose at this point becomes very 
      <BR><BR>real, because it is at this moment that the team realizes 
      <BR><BR>that there may not have really been a common direction in 
      <BR><BR>the first place, and that fact is painfully obvious. 
      <BR><BR>当人类开始涉足的地方并且能过的兴趣。如果团队成员是目标驱动，而领导者对最<BR><BR>终的目标而疑惑，独立的或分散的目标突然出现。独自的潜在的议程出现。在你知道<BR><BR>之前每个人都忙于工作，而且是生产性的气氛。但要调和的时间摆在前面。在某个点<BR><BR>上独立的结果必须合并，以来与合适性，团队的态度最终会被影响。这时组织的任务<BR><BR>或目的变得很真实，因为这时团队才意识到在开始时就没有统一的方向，事实显然是<BR><BR>很痛苦的。<BR><BR><BR><BR>Why 
      even take this risk? Insuring that goals and objectives <BR><BR>are 
      clearly spelled out, and the activities and tasks which <BR><BR>will be 
      followed to ultimately reach them are uniformly <BR><BR>understood, will 
      only give the team a shared sense of <BR><BR>purpose. Everyone needs to 
      have a stake in, and a share of, <BR><BR>the responsibility for the 
      outcome of each phase. Doing this <BR><BR>can have an incredible impact on 
      people's attitudes. Clearly <BR><BR>comprehending the relevance of the 
      work and how it will <BR><BR>contribute to the final product, is a 
      powerful motivator for <BR><BR>creating an air of cooperation and open 
      channels of <BR><BR>communication between team members. Individual goals 
      can be <BR><BR>visualized as a part of the larger team objectives. The 
      goal <BR><BR>driven attitude of the team will truly be reflected in the 
      <BR><BR>quality of the results. 
      <BR><BR>为什么冒这个险？确保目标很清楚的确定，他们所从事的任务和活动被一律的理<BR><BR>解，将会给整个团队一种目的共享的感觉。每个人都需要由对每个阶段成果的责任<BR><BR>感，共享感。这样做肯定会影响每个人的态度。清楚的理解工作的关键和怎样影响最<BR><BR>终产品，是产生合作环境及创造成员界交流通道的强有力的因素。独立的目标可以被<BR><BR>想象成为大型团队目标的一部分。团队的目标去动态都会在产品的质量中有所反映。</DIV></TD></TR>
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      <DIV class=TitleInfoBox align=right>发表时间：2006-1-5 17:18:28　　　第2楼</DIV>
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      <DIV id=cont_right style="WIDTH: 495px">Systems Building 
      Vision<BR><BR>系统建造的蓝图<BR><BR><BR><BR>A "vision" doesn't do anyone any good 
      if it is only in one <BR><BR>person's head. Only when it has been absorbed 
      and adopted by <BR><BR>the team does its usefulness begin to emerge. A 
      business or <BR><BR>system "visionary" plays an important yet sometimes 
      <BR><BR>unenviable role in making this happen. His or her 
      <BR><BR>willingness to share insight and understanding of a 
      <BR><BR>situation, and the necessary steps he or she envisions to 
      <BR><BR>arrive at a desired outcome, tend to be dependant on two 
      <BR><BR>factors: the level of confidence he or she has in the ideas, 
      <BR><BR>and his or her tolerance for scrutiny and criticism. 
      <BR><BR>Regardless of these personal risks, a professional system 
      <BR><BR>builder must strive to be a system "visionary". With each 
      <BR><BR>passing phase of the project, he or she must constantly 
      <BR><BR>develop and communicate his or her vision of both the system 
      <BR><BR>functionality and the project approach. 
      <BR><BR>如果蓝图只存在于一个人的脑中则不会给任何人带来好处。只有被团队吸取和采纳<BR><BR>才能使它的作用发挥出来。一个业务或系统的“蓝图”作用重要但有时仍不能实现。<BR><BR>她或他的希望是共享对情况的理解和见识，并采取了步骤以达到理想的结果，依赖于<BR><BR>两个因素：她或他的自信程度，忍耐审查和批评的能力。不管这些个人的冒险，一个<BR><BR>专业的系统建造者必须为成为一个系统设计者而奋斗。随着每个阶段的完成，她或他<BR><BR>必须持续开发和交流她或他对系统功能和项目方法的构想。<BR><BR><BR><BR>Putting 
      forward this vision assists in accomplishing two <BR><BR>important 
      results. First, it creates a baseline foundation <BR><BR>for continuing 
      discussion. In many cases, the original <BR><BR>system/approach vision may 
      not survive for long as better <BR><BR>ideas are presented and improvement 
      discussions occur. <BR><BR>Second, the vision promotes constructive, 
      critical thinking. 
      <BR><BR><BR><BR>提出构想能有处于实现两个重要的结果。首先，它创造了继续讨论的基础。在很多<BR><BR>情况下，最初的系统/方法构想不能比好的思想提出和改进的讨论维持的时间长。第<BR><BR>二，构想提供建设性的严格的思考。<BR><BR>People 
      tend to provide more input in a "review and improve" <BR><BR>mode rather 
      than a "create from scratch" mode. The <BR><BR>presentation of a baseline 
      vision stimulates this process. <BR><BR>In addition, if the "visionary" 
      can relinquish ownership of <BR><BR>the original idea, and subsequently 
      encourage it to become <BR><BR>the property of the group, the 
      effectiveness of the process <BR><BR>can be even more enhanced. The system