I work with a lot of offsite developers and contractors. I ask them daily to send me a quick 5 minute status of their work for the day. I have to sometimes consolidate the status of individuals into teams and sometimes consolidate the status of a week, for end-of-period reporting to my clients.
我与很多场外开发商和承包商合作。我每天都要求他们给我一个快速的5分钟的工作状态。我有时必须将个人的状态整合到团队中,有时会巩固一周的状态,以便为我的客户提供期末报告。
I want to learn:- Items accomplished and how much time was spent on each
- Problems encountered and how much time was spent on each
- Items that will be worked on next, their estimates (in man hours) and their target dates
- Questions they have on the work
完成的项目和每个项目花费了多少时间
遇到的问题以及每个问题花了多少时间
接下来要处理的项目,他们的估计(工时)和目标日期
他们对工作有疑问
- Being quick for the developers to complete (5-10 minutes, without thinking too much)
- Easy for me to read and browse quickly
- Is uniform for each developer
快速让开发人员完成(5-10分钟,不必考虑太多)
方便我快速阅读和浏览
每个开发人员都是统一的
What would you suggest?
你会建议什么?
5 个解决方案
#1
2
Use Scrum. Create the sprint backlog, have a spreadsheet with the tasks and a column for each day of the sprint. Ask people to fill out the hours worked on each task every day. Send daily report starting with the burndown chart for the sprint and then short two one liners for each member - last worked on and next working on. Send weekly report with the burndown chart, red/yellow/green status for each major feature (and blocking issues and notes if it's not green) and the remaining items on the sprint backlog.
使用Scrum。创建sprint backlog,拥有包含任务的电子表格以及sprint每天的列。要求人们每天填写每项任务的工时。从sprint的燃尽图开始发送每日报告,然后为每个成员短两个一个衬里 - 最后工作和下一个工作。发送每周报告,包括燃尽图,每个主要功能的红色/黄色/绿色状态(以及阻止问题和注释,如果它不是绿色)和sprint backlog上的其余项目。
I don't have a link to samples, but here are some drafts:
我没有样本链接,但这里有一些草稿:
10/02/2008 - Product A daily status <Burndown chart> Team member A Last 24: feature A Next 24: feature A unit tests Team member B Last 24: bug jail Next 24: feature B Team member C Last 24: feature C Next 24: feature C Blocked on: Dependency D - still waiting on the redist from team D
10/02/2008 - Product A weekly status <Burndown chart> **Feature A** - Green [note: red/yellow/green represents status; use background color as well for better visualisation] On track **Feature B** - Yellow [note: red/yellow/green represents status; use background color as well for better visualisation] Slipping a day due to bug jail Mitigation: will load balance unit tests on team member A **Feature C** - Red [note: red/yellow/green represents status; use background color as well for better visualisation] Feature is blocked on external dependency from team D. No ETA on unblock. Mitigation: consider cutting the feature for this sprint **Milestone schedule:** Planning complete - 9/15 (two weeks of planning) Code complete - 10/15 (four weeks of coding) RC - 10/30 (two weeks stabilization and testing)
#2
4
you probably do not want to hear this, but here is it anyway -
你可能不想听到这个,但无论如何都是这样 -
i have been in this situation on both sides of the desk, and come to the conclusion that these kinds of rolled-up status reports are a complete waste of time for you and the developers. Here's why:
我一直处于桌面两侧的这种情况,并得出结论,这些卷起的状态报告完全浪费了你和开发人员的时间。原因如下:
- the developers should be working on features/deliverables with specified deadlines
- the developers should be asking questions when they occur
- communication should flow in both directions as needed
开发人员应该在指定的截止日期之前处理功能/可交付成果
开发人员应该在问题发生时提出问题
沟通应根据需要在两个方向流动
if these things are not happening, no amount of passive status reporting is going to fix the problems that will inevitably arise
如果这些事情没有发生,那么任何被动状态报告都无法解决不可避免会出现的问题
on the developer side of the fence - a "quick five minute status" [i hate that phrase, five minutes is not quick!] interrupts the developer's flow, causing a loss of fifteen minutes (or more) of productivity (joel even blogged about this i think). But even if it really is only five minutes, if you have a dozen developers then you're wasting five man-hours per week on administrivia (and it's probably more like 20)
在围栏的开发者方面 - “快速五分钟状态”[我讨厌这句话,五分钟不快!]中断开发人员的流程,导致生产力损失十五分钟(或更多)(joel甚至博客关于我认为)。但即使它真的只有五分钟,如果你有十几个开发人员,那么你每周浪费5个工时来管理(并且它可能更像是20个)
on the manager side of the fence - rolling up the status reports of individuals into teams by project etc. is non-productive busywork that wastes your time also. Chances are that no one even reads the reports.
在围栏的经理方面 - 通过项目等将个人的状态报告汇总到团队中是非生产性的繁忙工作,也浪费你的时间。有可能甚至没有人阅读报告。
but here's the real problem: this kind of reporting and roll-up may indicate reactive management instead of pro-active management. In other words, it doesn't matter what methodology is being used - scrum, xp, agile, rational, waterfall, home-grown, or whatever - if the project is properly planned and executed then you should already know what everyone is doing because it was planned in advance. And it doesn't matter if it was planned that morning or six months ago.
但这是真正的问题:这种报告和汇总可能表明反应性管理而不是主动管理。换句话说,使用什么方法无关紧要 - scrum,xp,敏捷,理性,瀑布,本土或其他 - 如果项目得到妥善规划和执行,那么你应该已经知道每个人都在做什么因为它是事先计划好的。如果计划在早上或六个月前进行计划并不重要。
ignoring client requirements for a moment, if you really need this information on a daily basis to manage the projects then there are probably some serious problems with the projects - asking the developer every day what they're going to work on next and how long it will take, for example, hints that no real planning was done in advance...
暂时忽略客户要求,如果你真的每天都需要这些信息来管理项目,那么项目可能会有一些严重的问题 - 每天都要求开发人员接下来要做什么,以及需要多长时间例如,会提示没有事先做出真正的计划......
as for the client requirements, if they absolutely insist on this kind of minutia [and i know that, for example, some government agencies do] then the best option is to provide a web interface or other application to automate the tedium that will do the roll-up for you. You'll still be wasting the developers' time, but at least you won't be wasting your time ;-)
至于客户的要求,如果他们绝对坚持这种细节[我知道,例如,一些*机构这样做]那么最好的选择是提供一个网络界面或其他应用程序来自动化乏味的工作汇总给你。你仍然会浪费开发者的时间,但至少你不会浪费你的时间;-)
oh, and to answer your question literally: the perfect status report says "on target with the project plan", and nothing more ;-)
哦,并从字面上回答你的问题:完美的状态报告说“目标与项目计划”,仅此而已;-)
#3
0
Just give them a template laid out in a format that you expect to see the data returned in. You may also consider increasing the time they are going to devote to this and removing the "not thinking too much" clause if you are requiring estimates for future work. I wouldn't trust an estimate that someone came up with in 5 mins. without thinking.
只需给他们一个模板,该模板以您希望看到返回的数据的格式布局。您还可以考虑增加他们将用于此的时间并删除“不要太多考虑”条款,如果您需要估计未来的工作。我不相信估计有人在5分钟内想出来了。想都没想。
If you are currently using any project management software, it should be trivial for the developers to record and review (or even just remember) what they have done compile it for you. Ideally they would be recording issues or questions throughout the day and not trying to come up with them just to fill in the report.
如果您当前正在使用任何项目管理软件,那么开发人员记录和审查(甚至只是记住)他们为您编译的内容应该是微不足道的。理想情况下,他们会在一天内记录问题或问题,而不是仅仅填写报告。
It seems like your "I want to learn" list is an excellent starting point to generate a template from. Only you will know what the perfect format for you is.
看起来你的“我想学习”列表是从中生成模板的一个很好的起点。只有你会知道什么是完美的格式。
#4
0
Generally I have just relied on e-mail as a means of providing status reports, it provides the simplicity and speed of completion but does not enforce any sort of uniformity.
一般来说,我只是依靠电子邮件作为提供状态报告的手段,它提供了简单和完成的速度,但没有强制执行任何一致性。
There are a number of options to achieve this but they all risk making the process more complex and time consuming. Some of these could be:
有许多方法可以实现这一目标,但它们都有可能使流程变得更加复杂和耗时。其中一些可能是:
An online form with sections for each or a multi sheet spreadsheet, with each sheet being a section.
在线表单,其中包含每个部分或多个工作表电子表格,每个工作表都是一个部分。
All of these require some effort by yourself to create them, do you need the uniformity for some purpose? e.g. to automate the summary reports.
所有这些都需要你自己创造它们的努力,你是否需要为某种目的的统一性?例如自动化摘要报告。
An alternative to this would be to use some project management tool which the contractors filled in whilst they were working and that you could report on at any time. I would recommend Thoughtworks Studio Mingle, but it does rely on an agile-like process.
另一种方法是使用一些项目管理工具,承包商在工作时填写,您可以随时报告。我会推荐Thoughtworks Studio Mingle,但它确实依赖于类似敏捷的过程。
#5
0
Looks like you want to do Extreme Programming stand up meetings.
看起来你想做极限编程站起来的会议。
http://www.extremeprogramming.org/rules/standupmeeting.html
You can talk to off site team members using the phone with laudspeaker, or some VOIP.
您可以使用带有laudspeaker的电话或一些VOIP与场外团队成员交谈。
#1
2
Use Scrum. Create the sprint backlog, have a spreadsheet with the tasks and a column for each day of the sprint. Ask people to fill out the hours worked on each task every day. Send daily report starting with the burndown chart for the sprint and then short two one liners for each member - last worked on and next working on. Send weekly report with the burndown chart, red/yellow/green status for each major feature (and blocking issues and notes if it's not green) and the remaining items on the sprint backlog.
使用Scrum。创建sprint backlog,拥有包含任务的电子表格以及sprint每天的列。要求人们每天填写每项任务的工时。从sprint的燃尽图开始发送每日报告,然后为每个成员短两个一个衬里 - 最后工作和下一个工作。发送每周报告,包括燃尽图,每个主要功能的红色/黄色/绿色状态(以及阻止问题和注释,如果它不是绿色)和sprint backlog上的其余项目。
I don't have a link to samples, but here are some drafts:
我没有样本链接,但这里有一些草稿:
10/02/2008 - Product A daily status <Burndown chart> Team member A Last 24: feature A Next 24: feature A unit tests Team member B Last 24: bug jail Next 24: feature B Team member C Last 24: feature C Next 24: feature C Blocked on: Dependency D - still waiting on the redist from team D
10/02/2008 - Product A weekly status <Burndown chart> **Feature A** - Green [note: red/yellow/green represents status; use background color as well for better visualisation] On track **Feature B** - Yellow [note: red/yellow/green represents status; use background color as well for better visualisation] Slipping a day due to bug jail Mitigation: will load balance unit tests on team member A **Feature C** - Red [note: red/yellow/green represents status; use background color as well for better visualisation] Feature is blocked on external dependency from team D. No ETA on unblock. Mitigation: consider cutting the feature for this sprint **Milestone schedule:** Planning complete - 9/15 (two weeks of planning) Code complete - 10/15 (four weeks of coding) RC - 10/30 (two weeks stabilization and testing)
#2
4
you probably do not want to hear this, but here is it anyway -
你可能不想听到这个,但无论如何都是这样 -
i have been in this situation on both sides of the desk, and come to the conclusion that these kinds of rolled-up status reports are a complete waste of time for you and the developers. Here's why:
我一直处于桌面两侧的这种情况,并得出结论,这些卷起的状态报告完全浪费了你和开发人员的时间。原因如下:
- the developers should be working on features/deliverables with specified deadlines
- the developers should be asking questions when they occur
- communication should flow in both directions as needed
开发人员应该在指定的截止日期之前处理功能/可交付成果
开发人员应该在问题发生时提出问题
沟通应根据需要在两个方向流动
if these things are not happening, no amount of passive status reporting is going to fix the problems that will inevitably arise
如果这些事情没有发生,那么任何被动状态报告都无法解决不可避免会出现的问题
on the developer side of the fence - a "quick five minute status" [i hate that phrase, five minutes is not quick!] interrupts the developer's flow, causing a loss of fifteen minutes (or more) of productivity (joel even blogged about this i think). But even if it really is only five minutes, if you have a dozen developers then you're wasting five man-hours per week on administrivia (and it's probably more like 20)
在围栏的开发者方面 - “快速五分钟状态”[我讨厌这句话,五分钟不快!]中断开发人员的流程,导致生产力损失十五分钟(或更多)(joel甚至博客关于我认为)。但即使它真的只有五分钟,如果你有十几个开发人员,那么你每周浪费5个工时来管理(并且它可能更像是20个)
on the manager side of the fence - rolling up the status reports of individuals into teams by project etc. is non-productive busywork that wastes your time also. Chances are that no one even reads the reports.
在围栏的经理方面 - 通过项目等将个人的状态报告汇总到团队中是非生产性的繁忙工作,也浪费你的时间。有可能甚至没有人阅读报告。
but here's the real problem: this kind of reporting and roll-up may indicate reactive management instead of pro-active management. In other words, it doesn't matter what methodology is being used - scrum, xp, agile, rational, waterfall, home-grown, or whatever - if the project is properly planned and executed then you should already know what everyone is doing because it was planned in advance. And it doesn't matter if it was planned that morning or six months ago.
但这是真正的问题:这种报告和汇总可能表明反应性管理而不是主动管理。换句话说,使用什么方法无关紧要 - scrum,xp,敏捷,理性,瀑布,本土或其他 - 如果项目得到妥善规划和执行,那么你应该已经知道每个人都在做什么因为它是事先计划好的。如果计划在早上或六个月前进行计划并不重要。
ignoring client requirements for a moment, if you really need this information on a daily basis to manage the projects then there are probably some serious problems with the projects - asking the developer every day what they're going to work on next and how long it will take, for example, hints that no real planning was done in advance...
暂时忽略客户要求,如果你真的每天都需要这些信息来管理项目,那么项目可能会有一些严重的问题 - 每天都要求开发人员接下来要做什么,以及需要多长时间例如,会提示没有事先做出真正的计划......
as for the client requirements, if they absolutely insist on this kind of minutia [and i know that, for example, some government agencies do] then the best option is to provide a web interface or other application to automate the tedium that will do the roll-up for you. You'll still be wasting the developers' time, but at least you won't be wasting your time ;-)
至于客户的要求,如果他们绝对坚持这种细节[我知道,例如,一些*机构这样做]那么最好的选择是提供一个网络界面或其他应用程序来自动化乏味的工作汇总给你。你仍然会浪费开发者的时间,但至少你不会浪费你的时间;-)
oh, and to answer your question literally: the perfect status report says "on target with the project plan", and nothing more ;-)
哦,并从字面上回答你的问题:完美的状态报告说“目标与项目计划”,仅此而已;-)
#3
0
Just give them a template laid out in a format that you expect to see the data returned in. You may also consider increasing the time they are going to devote to this and removing the "not thinking too much" clause if you are requiring estimates for future work. I wouldn't trust an estimate that someone came up with in 5 mins. without thinking.
只需给他们一个模板,该模板以您希望看到返回的数据的格式布局。您还可以考虑增加他们将用于此的时间并删除“不要太多考虑”条款,如果您需要估计未来的工作。我不相信估计有人在5分钟内想出来了。想都没想。
If you are currently using any project management software, it should be trivial for the developers to record and review (or even just remember) what they have done compile it for you. Ideally they would be recording issues or questions throughout the day and not trying to come up with them just to fill in the report.
如果您当前正在使用任何项目管理软件,那么开发人员记录和审查(甚至只是记住)他们为您编译的内容应该是微不足道的。理想情况下,他们会在一天内记录问题或问题,而不是仅仅填写报告。
It seems like your "I want to learn" list is an excellent starting point to generate a template from. Only you will know what the perfect format for you is.
看起来你的“我想学习”列表是从中生成模板的一个很好的起点。只有你会知道什么是完美的格式。
#4
0
Generally I have just relied on e-mail as a means of providing status reports, it provides the simplicity and speed of completion but does not enforce any sort of uniformity.
一般来说,我只是依靠电子邮件作为提供状态报告的手段,它提供了简单和完成的速度,但没有强制执行任何一致性。
There are a number of options to achieve this but they all risk making the process more complex and time consuming. Some of these could be:
有许多方法可以实现这一目标,但它们都有可能使流程变得更加复杂和耗时。其中一些可能是:
An online form with sections for each or a multi sheet spreadsheet, with each sheet being a section.
在线表单,其中包含每个部分或多个工作表电子表格,每个工作表都是一个部分。
All of these require some effort by yourself to create them, do you need the uniformity for some purpose? e.g. to automate the summary reports.
所有这些都需要你自己创造它们的努力,你是否需要为某种目的的统一性?例如自动化摘要报告。
An alternative to this would be to use some project management tool which the contractors filled in whilst they were working and that you could report on at any time. I would recommend Thoughtworks Studio Mingle, but it does rely on an agile-like process.
另一种方法是使用一些项目管理工具,承包商在工作时填写,您可以随时报告。我会推荐Thoughtworks Studio Mingle,但它确实依赖于类似敏捷的过程。
#5
0
Looks like you want to do Extreme Programming stand up meetings.
看起来你想做极限编程站起来的会议。
http://www.extremeprogramming.org/rules/standupmeeting.html
You can talk to off site team members using the phone with laudspeaker, or some VOIP.
您可以使用带有laudspeaker的电话或一些VOIP与场外团队成员交谈。