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string(34) "---------------------------------1"
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1 Look at the timing of the tender - if it is one week from the start to the end of the receipt of bids and the tender is not too long, it is a very bad sign. There are 2-3-4 weeks, or even more, for greater integration. A week means who has already done everything (perhaps not only the documentation, but the entire tender).

2 Platform and requirements. If the tender for .NET, and you have PHP programmers, everything will be sad, it's already clear. And in 99% of cases, the change is not that of the language, and even the platform (say, from Laravel to Symphony) will not work.

3 The customer's presence. Approximately 3% of tenders have the option of "presence at the customer". It would be painful and expensive if you were 2000 kilometers away.

4 Sending on paper. We used to think of it as a block factor, but not after comparing the conversion. You can win on paper, even though it looks strange in the age of electronic platforms.
Keep in mind that sending and delivering an envelope takes 1-2 days.

5 Documentation. If it does not exist, and a huge system like personal cabinet is described on two pages (we had it), it means 80% that the system has been developing the same contractor for years, and the best thing that awaits you is to take it in a row after winning.
Treatment: see who has won this project/contractor before (where to look - in the next post).

6 Here is the pain for everyone. MAKET. Draw me a layout. Or two-5-10.
We have a simple sample: we 8 times drew layouts for free, and two times - for money (even symbolic, like 20 thousand rubles). We flew 8 times, and both paid times - got contracts. We do not draw for free anymore.

7 See item. 5 - even if the tender is perfect, if it is an accompaniment/support, it is worth seeing what it has done before. If the same people have been doing this for years, this is a serious reason to think about it." ["~DETAIL_TEXT"]=> string(2012) "

1 Look at the timing of the tender - if it is one week from the start to the end of the receipt of bids and the tender is not too long, it is a very bad sign. There are 2-3-4 weeks, or even more, for greater integration. A week means who has already done everything (perhaps not only the documentation, but the entire tender).

2 Platform and requirements. If the tender for .NET, and you have PHP programmers, everything will be sad, it's already clear. And in 99% of cases, the change is not that of the language, and even the platform (say, from Laravel to Symphony) will not work.

3 The customer's presence. Approximately 3% of tenders have the option of "presence at the customer". It would be painful and expensive if you were 2000 kilometers away.

4 Sending on paper. We used to think of it as a block factor, but not after comparing the conversion. You can win on paper, even though it looks strange in the age of electronic platforms.
Keep in mind that sending and delivering an envelope takes 1-2 days.

5 Documentation. If it does not exist, and a huge system like personal cabinet is described on two pages (we had it), it means 80% that the system has been developing the same contractor for years, and the best thing that awaits you is to take it in a row after winning.
Treatment: see who has won this project/contractor before (where to look - in the next post).

6 Here is the pain for everyone. MAKET. Draw me a layout. Or two-5-10.
We have a simple sample: we 8 times drew layouts for free, and two times - for money (even symbolic, like 20 thousand rubles). We flew 8 times, and both paid times - got contracts. We do not draw for free anymore.

7 See item. 5 - even if the tender is perfect, if it is an accompaniment/support, it is worth seeing what it has done before. If the same people have been doing this for years, this is a serious reason to think about it." ["DETAIL_TEXT_TYPE"]=> string(4) "html" ["~DETAIL_TEXT_TYPE"]=> string(4) "html" ["PREVIEW_TEXT"]=> string(332) "Look at the timing of the tender - if it is one week from the start to the end of the receipt of bids and the tender is not too long, it is a very bad sign. There are 2-3-4 weeks, or even more, for greater integration. A week means who has already done everything (perhaps not only the documentation, but the entire tender)." ["~PREVIEW_TEXT"]=> string(324) "Look at the timing of the tender - if it is one week from the start to the end of the receipt of bids and the tender is not too long, it is a very bad sign. There are 2-3-4 weeks, or even more, for greater integration. A week means who has already done everything (perhaps not only the documentation, but the entire tender)." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(46) "1-which-tenders-to-go-to-which-ones-not-part-i" ["~CODE"]=> string(46) "1-which-tenders-to-go-to-which-ones-not-part-i" ["EXTERNAL_ID"]=> string(5) "16119" ["~EXTERNAL_ID"]=> string(5) "16119" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:17:50" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [1]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:20:47" ["~DATE_CREATE"]=> string(19) "06/04/2020 14:20:47" ["ID"]=> string(5) "16120" ["~ID"]=> string(5) "16120" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(53) "#2. Which tenders to go to, which ones not? (Part II)" ["~NAME"]=> string(53) "#2. Which tenders to go to, which ones not? (Part II)" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 14:20:47" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 14:20:47" ["DETAIL_PAGE_URL"]=> string(76) "/library/project-management/2-which-tenders-to-go-to-which-ones-not-part-ii/" ["~DETAIL_PAGE_URL"]=> string(76) "/library/project-management/2-which-tenders-to-go-to-which-ones-not-part-ii/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(2869) "8 Easy jobs. If the tender for 1-2 million for the site-card, will win its regional IE from one person for 100 thousand rubles (conditionally). If the work is simple - your competencies and built processes are not needed here, it will pull you down in terms of profitability.

9 From this, it follows that you need to look at factors that will help you win: experience (attach contracts), specialists, etc. If this is required in the tender, you should have the maximum. Then you can win without even having the minimum price (we did).
Specifically, we only go to the tender if we have 100 out of 100 by non-price factors.

10 Licenses. Go straight through the documentation on the keywords "license" and "certificate".
Surprises of the kind may await you:
- FSTEC/FSB license (encryption) - these are expensive (from 300 tp) licenses for encrypted communication channels
If you take a subcontractor to such tenders, then even if it is allowed, they want a lot of money for their services.
- certificates oracle, microsoft, etc. - There are times when it is necessary to make a delivery, say, Bitrick Portal, but it must work in a secure environment and under it you need all sorts of exotic knowledge. The question here is that 99% of such requirements are made specifically - this is the checkbox "contractor selected, stay out of it".

11 Site Accreditation.
- because 95% of tenders are electronic - you need EDS, and it's best immediately under most sites. Not bad guys https://kontur.ru/ca (link without affiliate code, it is not an advertisement, if anything).
- Statistics, how many have won tenders on what sites in 2018:
Sberbank AST 40%, paper 12%, Fabrikant 12%, the rest - Tectorg, RTS-Tender, b2b-tender, Gazprombank site
So if you're just getting started, start with these sites.

12 Security. It's not exactly a stop factor, but it could become one.
- securing a bid. It's a guarantee that if you win the tender, you won't leak. Paid in 99% of cases alive, after the announcement of the winner (it does not matter who won). It means that your money is frozen for about 2-3 weeks.
- enforcement of the contract. This is a guarantee that you will do everything under the contract. If you don't do it, the execution goes to the customer.
Contracts usually last from 3 months to a couple of years, so live money is not accepted to pay here - do a bank guarantee.
The cost of the guarantee on average - 1-2-3% of the cost of the tender.

On stop-factors it is all, the next post will be about optimization of production)." ["~DETAIL_TEXT"]=> string(2555) "8 Easy jobs. If the tender for 1-2 million for the site-card, will win its regional IE from one person for 100 thousand rubles (conditionally). If the work is simple - your competencies and built processes are not needed here, it will pull you down in terms of profitability. 9 From this, it follows that you need to look at factors that will help you win: experience (attach contracts), specialists, etc. If this is required in the tender, you should have the maximum. Then you can win without even having the minimum price (we did). Specifically, we only go to the tender if we have 100 out of 100 by non-price factors. 10 Licenses. Go straight through the documentation on the keywords "license" and "certificate". Surprises of the kind may await you: - FSTEC/FSB license (encryption) - these are expensive (from 300 tp) licenses for encrypted communication channels If you take a subcontractor to such tenders, then even if it is allowed, they want a lot of money for their services. - certificates oracle, microsoft, etc. - There are times when it is necessary to make a delivery, say, Bitrick Portal, but it must work in a secure environment and under it you need all sorts of exotic knowledge. The question here is that 99% of such requirements are made specifically - this is the checkbox "contractor selected, stay out of it". 11 Site Accreditation. - because 95% of tenders are electronic - you need EDS, and it's best immediately under most sites. Not bad guys https://kontur.ru/ca (link without affiliate code, it is not an advertisement, if anything). - Statistics, how many have won tenders on what sites in 2018: Sberbank AST 40%, paper 12%, Fabrikant 12%, the rest - Tectorg, RTS-Tender, b2b-tender, Gazprombank site So if you're just getting started, start with these sites. 12 Security. It's not exactly a stop factor, but it could become one. - securing a bid. It's a guarantee that if you win the tender, you won't leak. Paid in 99% of cases alive, after the announcement of the winner (it does not matter who won). It means that your money is frozen for about 2-3 weeks. - enforcement of the contract. This is a guarantee that you will do everything under the contract. If you don't do it, the execution goes to the customer. Contracts usually last from 3 months to a couple of years, so live money is not accepted to pay here - do a bank guarantee. The cost of the guarantee on average - 1-2-3% of the cost of the tender. On stop-factors it is all, the next post will be about optimization of production)." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(283) "Simple work. If the tender for 1-2 million for the site-card, will win its regional IE from one person for 100 thousand rubles (conditionally). If the work is simple - your competencies and built processes are not needed here, it will pull you down in terms of profitability." ["~PREVIEW_TEXT"]=> string(275) "Simple work. If the tender for 1-2 million for the site-card, will win its regional IE from one person for 100 thousand rubles (conditionally). If the work is simple - your competencies and built processes are not needed here, it will pull you down in terms of profitability." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(47) "2-which-tenders-to-go-to-which-ones-not-part-ii" ["~CODE"]=> string(47) "2-which-tenders-to-go-to-which-ones-not-part-ii" ["EXTERNAL_ID"]=> string(5) "16120" ["~EXTERNAL_ID"]=> string(5) "16120" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:20:47" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [2]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:22:53" ["~DATE_CREATE"]=> string(19) "06/04/2020 14:22:53" ["ID"]=> string(5) "16121" ["~ID"]=> string(5) "16121" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(51) "#3. Production. How to optimize and how to measure." ["~NAME"]=> string(51) "#3. Production. How to optimize and how to measure." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 14:22:53" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 14:22:53" ["DETAIL_PAGE_URL"]=> string(76) "/library/project-management/3-production-how-to-optimize-and-how-to-measure/" ["~DETAIL_PAGE_URL"]=> string(76) "/library/project-management/3-production-how-to-optimize-and-how-to-measure/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(2475) "First of all, it must be said that there is nothing to improve without measurement. So, we need metrics.

Let's start with the clock.

First of all, we need to create a culture/organization of clock billing. For everyone and everything. So you can get a cost report for anything from Bitrix24 or any system like that.
Then - it is more complicated - you need to program the average cost of an hour of different people for different periods (+ taxes). In this case, the reports above will contain the actual costs - by manager, project, period, as you wish.

Next, you can automatically or semi-automatically read this:

- warranty / development and warranty / technical support. The ratio of warranty work to the usual. Lots of warranty = bad quality or someone else's code.
But! We once saw a lot of warranty behind a number of managers and after investigation we realized that they wrote off even something that was not a warranty. We almost did not repel the money, but added a trigger on the anomalies - when the guarantee exceeds 10%, we start the investigation.
(How do we calculate the guarantee? Mark the tasks with the word "Warranty", but do not mark the non-warranty tasks).

- planned time consumption and overruns.
Everything is clear here - if time is exceeded, something on the project is not right or not so estimated.
Here you need to calculate and use a multiplier (a different one for each programmer) and thus give estimations.

- tasks without evaluation. If a task is created and there is no evaluation for more than a day, it means that it will not be evaluated anymore. And hours will flow there forever and ever.
This, by the way, concerns both development and support.

- (if the finances are screwed on) current and planned costs of the project. Yes, it can be done manually by managers, but if it is automated, then again you can receive notifications "Budget on the verge of exceeding" and do something in advance, not when it is over )

After implementation of the above it will be possible:

- Consider profitability (as you wish - for companies/managers/companies as a whole)
- count KPI managers and development teams (in terms of profitability)
- take the KPI bonus
- after such motivation to unite teams around a common goal, not just to write the code "according to TOR"." ["~DETAIL_TEXT"]=> string(2475) "First of all, it must be said that there is nothing to improve without measurement. So, we need metrics.

Let's start with the clock.

First of all, we need to create a culture/organization of clock billing. For everyone and everything. So you can get a cost report for anything from Bitrix24 or any system like that.
Then - it is more complicated - you need to program the average cost of an hour of different people for different periods (+ taxes). In this case, the reports above will contain the actual costs - by manager, project, period, as you wish.

Next, you can automatically or semi-automatically read this:

- warranty / development and warranty / technical support. The ratio of warranty work to the usual. Lots of warranty = bad quality or someone else's code.
But! We once saw a lot of warranty behind a number of managers and after investigation we realized that they wrote off even something that was not a warranty. We almost did not repel the money, but added a trigger on the anomalies - when the guarantee exceeds 10%, we start the investigation.
(How do we calculate the guarantee? Mark the tasks with the word "Warranty", but do not mark the non-warranty tasks).

- planned time consumption and overruns.
Everything is clear here - if time is exceeded, something on the project is not right or not so estimated.
Here you need to calculate and use a multiplier (a different one for each programmer) and thus give estimations.

- tasks without evaluation. If a task is created and there is no evaluation for more than a day, it means that it will not be evaluated anymore. And hours will flow there forever and ever.
This, by the way, concerns both development and support.

- (if the finances are screwed on) current and planned costs of the project. Yes, it can be done manually by managers, but if it is automated, then again you can receive notifications "Budget on the verge of exceeding" and do something in advance, not when it is over )

After implementation of the above it will be possible:

- Consider profitability (as you wish - for companies/managers/companies as a whole)
- count KPI managers and development teams (in terms of profitability)
- take the KPI bonus
- after such motivation to unite teams around a common goal, not just to write the code "according to TOR"." ["DETAIL_TEXT_TYPE"]=> string(4) "html" ["~DETAIL_TEXT_TYPE"]=> string(4) "html" ["PREVIEW_TEXT"]=> string(454) "First of all, you need to create a culture/organization of watch billing. For everyone and everything. So in Bitrix24 or any similar system you can get a report on costs in the context of anything.
Then - it is more complicated - you need to program the average cost of an hour of different people for different periods (+ taxes). In this case, the reports above will contain the actual costs - by manager, project, period, as you wish." ["~PREVIEW_TEXT"]=> string(437) "First of all, you need to create a culture/organization of watch billing. For everyone and everything. So in Bitrix24 or any similar system you can get a report on costs in the context of anything. Then - it is more complicated - you need to program the average cost of an hour of different people for different periods (+ taxes). In this case, the reports above will contain the actual costs - by manager, project, period, as you wish." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(47) "3-production-how-to-optimize-and-how-to-measure" ["~CODE"]=> string(47) "3-production-how-to-optimize-and-how-to-measure" ["EXTERNAL_ID"]=> string(5) "16121" ["~EXTERNAL_ID"]=> string(5) "16121" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:22:53" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [3]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:24:19" ["~DATE_CREATE"]=> string(19) "06/04/2020 14:24:19" ["ID"]=> string(5) "16122" ["~ID"]=> string(5) "16122" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(42) "#7. How to avoid bad code from contractors" ["~NAME"]=> string(42) "#7. How to avoid bad code from contractors" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 14:25:32" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 14:25:32" ["DETAIL_PAGE_URL"]=> string(69) "/library/project-management/7-How-to-avoid-bad-code-from-contractors/" ["~DETAIL_PAGE_URL"]=> string(69) "/library/project-management/7-How-to-avoid-bad-code-from-contractors/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(561) "If you work with large projects, there is often a situation where you need additional resources and the company does not have them. It would seem that you can hire an external contractor, but since the project is complex and large, it is risky.

The solution is an established project teamlid, which allocates 10-30% per day for code review and review of what the contractor sends before adding it to the new release branch. And of course the regulations describing your tracker, version control system, code design and individual components." ["~DETAIL_TEXT"]=> string(561) "If you work with large projects, there is often a situation where you need additional resources and the company does not have them. It would seem that you can hire an external contractor, but since the project is complex and large, it is risky.

The solution is an established project teamlid, which allocates 10-30% per day for code review and review of what the contractor sends before adding it to the new release branch. And of course the regulations describing your tracker, version control system, code design and individual components." ["DETAIL_TEXT_TYPE"]=> string(4) "html" ["~DETAIL_TEXT_TYPE"]=> string(4) "html" ["PREVIEW_TEXT"]=> string(244) "If you work with large projects, there is often a situation where you need additional resources and the company does not have them. It would seem that you can hire an external contractor, but since the project is complex and large, it is risky." ["~PREVIEW_TEXT"]=> string(244) "If you work with large projects, there is often a situation where you need additional resources and the company does not have them. It would seem that you can hire an external contractor, but since the project is complex and large, it is risky." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(40) "7-How-to-avoid-bad-code-from-contractors" ["~CODE"]=> string(40) "7-How-to-avoid-bad-code-from-contractors" ["EXTERNAL_ID"]=> string(5) "16122" ["~EXTERNAL_ID"]=> string(5) "16122" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:24:19" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [4]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:40:38" ["~DATE_CREATE"]=> string(19) "06/04/2020 14:40:38" ["ID"]=> string(5) "16123" ["~ID"]=> string(5) "16123" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(30) "#9. How do you hand in hanging" ["~NAME"]=> string(30) "#9. How do you hand in hanging" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 14:40:52" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 14:40:52" ["DETAIL_PAGE_URL"]=> string(57) "/library/project-management/9-how-do-you-hand-in-hanging/" ["~DETAIL_PAGE_URL"]=> string(57) "/library/project-management/9-how-do-you-hand-in-hanging/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1197) "Everyone has hanging projects - those that last for months or even years. It seems that everything is tested, but because of the age of years the TOR does not correspond to the models, the layout of the design, or just something new agreed (a year ago!). How to pass it?

In any case, it will be long and torturous, but there is a chance to spend less time and money: do grouping through the protocol.

How it works. Once the site is made and you have tested it again, you send the protocol of surrender to the customer with a request to fill in or sign an acceptance report. In the first case, within 1-2 working days after receipt of the completed act, check the comments (their availability and compliance with the TOR), then assess these changes and put in a plan of work (for example, we have a weekly planning - that is, everything that arrived before lunch on Friday, we will have time to put the next week).

Thus, the corrections are made grouped, the customer is motivated to give them all at once, not to check the site in one section, and programmers have less switching from project to project, that is, higher productivity." ["~DETAIL_TEXT"]=> string(1143) "Everyone has hanging projects - those that last for months or even years. It seems that everything is tested, but because of the age of years the TOR does not correspond to the models, the layout of the design, or just something new agreed (a year ago!). How to pass it? In any case, it will be long and torturous, but there is a chance to spend less time and money: do grouping through the protocol. How it works. Once the site is made and you have tested it again, you send the protocol of surrender to the customer with a request to fill in or sign an acceptance report. In the first case, within 1-2 working days after receipt of the completed act, check the comments (their availability and compliance with the TOR), then assess these changes and put in a plan of work (for example, we have a weekly planning - that is, everything that arrived before lunch on Friday, we will have time to put the next week). Thus, the corrections are made grouped, the customer is motivated to give them all at once, not to check the site in one section, and programmers have less switching from project to project, that is, higher productivity." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(414) "Everyone has hanging projects - those that last for months or even years. It seems that everything is tested, but because of the age of years the TOR does not correspond to the models, the layout of the design, or just something new agreed (a year ago!). How to pass it?
In any case, it will be long and torturous, but there is a chance to spend less time and money: do grouping through the protocol." ["~PREVIEW_TEXT"]=> string(401) "Everyone has hanging projects - those that last for months or even years. It seems that everything is tested, but because of the age of years the TOR does not correspond to the models, the layout of the design, or just something new agreed (a year ago!). How to pass it? In any case, it will be long and torturous, but there is a chance to spend less time and money: do grouping through the protocol." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(28) "9-how-do-you-hand-in-hanging" ["~CODE"]=> string(28) "9-how-do-you-hand-in-hanging" ["EXTERNAL_ID"]=> string(5) "16123" ["~EXTERNAL_ID"]=> string(5) "16123" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:40:38" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [5]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:42:31" ["~DATE_CREATE"]=> string(19) "06/04/2020 14:42:31" ["ID"]=> string(5) "16124" ["~ID"]=> string(5) "16124" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(77) "#11. Analytics and requirements gathering. How much they cost and how to sell" ["~NAME"]=> string(77) "#11. Analytics and requirements gathering. How much they cost and how to sell" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 14:48:36" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 14:48:36" ["DETAIL_PAGE_URL"]=> string(103) "/library/project-management/11-analytics-and-requirements-gathering-how-much-they-cost-and-how-to-sell/" ["~DETAIL_PAGE_URL"]=> string(103) "/library/project-management/11-analytics-and-requirements-gathering-how-much-they-cost-and-how-to-sell/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1232) "Any large project must begin with the collection of requirements, if the customer has not performed the same procedures before you. It is important to distinguish this stage as a separate one (before the TOR) to control the deadlines. Add the word "analytics" to the word combination "requirements gathering": it means that business requirements should be analyzed by the forces of the techieur (or someone else) to formalize them.

If there are high risks of changing the composition of the work (the customer does not know exactly what he wants), the analysis of the requirements, especially need to allocate a separate stage. Then you will have an opportunity for maneuver: new requirements at the analysis stage are added to the estimate, and then detailed TOR is already written on them.

It should be noted that there is often a temptation to sell the analytics as a separate service. In many cases, customers are not ready to buy it, because they do not understand the final result of the service. And here to make analytics within the limits of the project, then having corrected the estimate (reasonably and!) - it ok and does not cause questions." ["~DETAIL_TEXT"]=> string(1160) "Any large project must begin with the collection of requirements, if the customer has not performed the same procedures before you. It is important to distinguish this stage as a separate one (before the TOR) to control the deadlines. Add the word "analytics" to the word combination "requirements gathering": it means that business requirements should be analyzed by the forces of the techieur (or someone else) to formalize them. If there are high risks of changing the composition of the work (the customer does not know exactly what he wants), the analysis of the requirements, especially need to allocate a separate stage. Then you will have an opportunity for maneuver: new requirements at the analysis stage are added to the estimate, and then detailed TOR is already written on them. It should be noted that there is often a temptation to sell the analytics as a separate service. In many cases, customers are not ready to buy it, because they do not understand the final result of the service. And here to make analytics within the limits of the project, then having corrected the estimate (reasonably and!) - it ok and does not cause questions." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(467) "Any large project must begin with the collection of requirements, if the customer has not performed the same procedures before you. It is important to distinguish this stage as a separate one (before the TOR) to control the deadlines. Add the word "analytics" to the word combination "requirements gathering": it means that business requirements should be analyzed by the forces of the techieur (or someone else) to formalize them." ["~PREVIEW_TEXT"]=> string(431) "Any large project must begin with the collection of requirements, if the customer has not performed the same procedures before you. It is important to distinguish this stage as a separate one (before the TOR) to control the deadlines. Add the word "analytics" to the word combination "requirements gathering": it means that business requirements should be analyzed by the forces of the techieur (or someone else) to formalize them." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(74) "11-analytics-and-requirements-gathering-how-much-they-cost-and-how-to-sell" ["~CODE"]=> string(74) "11-analytics-and-requirements-gathering-how-much-they-cost-and-how-to-sell" ["EXTERNAL_ID"]=> string(5) "16124" ["~EXTERNAL_ID"]=> string(5) "16124" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:42:31" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [6]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:44:22" ["~DATE_CREATE"]=> string(19) "06/04/2020 14:44:22" ["ID"]=> string(5) "16125" ["~ID"]=> string(5) "16125" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(11) "#12. Rules." ["~NAME"]=> string(11) "#12. Rules." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 14:44:39" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 14:44:39" ["DETAIL_PAGE_URL"]=> string(37) "/library/project-management/12-rules/" ["~DETAIL_PAGE_URL"]=> string(37) "/library/project-management/12-rules/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(988) "As Mr. Ramensky has repeatedly said, all or almost all procedures in your company must be covered by regulations: in this case, it is clear in which cases you can punish the employee for the violation, and when you can't (without regulations all this turns into self-sufficiency).
We have the key rules of procedure (in descending order of importance):

- Project manager's regulations. Describes the whole process from the moment the project is transferred from sales to warranty service. Key business processes of the company.
- Programmer's regulations. Describes requirements to code quality and format, degree of commenting, communication with managers and customers, as well as versioning.
- Regulations of a clerk. Detailed description of all processes related to documents - paper and EDI.
- Sales department regulations. Describes the policy of price formation, advantages, methodology of price projects protection." ["~DETAIL_TEXT"]=> string(930) "As Mr. Ramensky has repeatedly said, all or almost all procedures in your company must be covered by regulations: in this case, it is clear in which cases you can punish the employee for the violation, and when you can't (without regulations all this turns into self-sufficiency). We have the key rules of procedure (in descending order of importance): - Project manager's regulations. Describes the whole process from the moment the project is transferred from sales to warranty service. Key business processes of the company. - Programmer's regulations. Describes requirements to code quality and format, degree of commenting, communication with managers and customers, as well as versioning. - Regulations of a clerk. Detailed description of all processes related to documents - paper and EDI. - Sales department regulations. Describes the policy of price formation, advantages, methodology of price projects protection." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(258) "All or almost all procedures in your company must be covered by regulations: in this case, it is clear in which cases you can punish the employee for the violation, and when you can not (without regulations, all this turns into self-centered).
" ["~PREVIEW_TEXT"]=> string(245) "All or almost all procedures in your company must be covered by regulations: in this case, it is clear in which cases you can punish the employee for the violation, and when you can not (without regulations, all this turns into self-centered). " ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(8) "12-rules" ["~CODE"]=> string(8) "12-rules" ["EXTERNAL_ID"]=> string(5) "16125" ["~EXTERNAL_ID"]=> string(5) "16125" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:44:22" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [7]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:48:12" ["~DATE_CREATE"]=> string(19) "06/04/2020 14:48:12" ["ID"]=> string(5) "16126" ["~ID"]=> string(5) "16126" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(52) "#18. Fault-tolerant production. Part 1. Duplication." ["~NAME"]=> string(52) "#18. Fault-tolerant production. Part 1. Duplication." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 14:48:12" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 14:48:12" ["DETAIL_PAGE_URL"]=> string(76) "/library/project-management/18-fault-tolerant-production-part-1-duplication/" ["~DETAIL_PAGE_URL"]=> string(76) "/library/project-management/18-fault-tolerant-production-part-1-duplication/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(858) "When you go beyond a three-person mini studio, it's time to start thinking about duplication. And it's not about people anymore (you can't take and double your staff just to reduce risks), it's about functions.

If you have exactly one person who registers new employees, exactly one financial controller, exactly one person, what happens when he gets sick or, worse, quits? What about 1/12 years when these people are on leave?

That's why we should try to duplicate 100% of the functions of these people, and divide the functions among other people evenly to increase the overall reliability of the system. By the way, it's done in state institutions.
One way - assistants for top management, although this is a small fraction of their functions. We'll talk about them in the next post." ["~DETAIL_TEXT"]=> string(793) "When you go beyond a three-person mini studio, it's time to start thinking about duplication. And it's not about people anymore (you can't take and double your staff just to reduce risks), it's about functions. If you have exactly one person who registers new employees, exactly one financial controller, exactly one person, what happens when he gets sick or, worse, quits? What about 1/12 years when these people are on leave? That's why we should try to duplicate 100% of the functions of these people, and divide the functions among other people evenly to increase the overall reliability of the system. By the way, it's done in state institutions. One way - assistants for top management, although this is a small fraction of their functions. We'll talk about them in the next post." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(234) "When you go beyond a three-person mini studio, it's time to start thinking about duplication. And it's not about people anymore (you can't take and double your staff just to reduce risks), it's about functions." ["~PREVIEW_TEXT"]=> string(210) "When you go beyond a three-person mini studio, it's time to start thinking about duplication. And it's not about people anymore (you can't take and double your staff just to reduce risks), it's about functions." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(47) "18-fault-tolerant-production-part-1-duplication" ["~CODE"]=> string(47) "18-fault-tolerant-production-part-1-duplication" ["EXTERNAL_ID"]=> string(5) "16126" ["~EXTERNAL_ID"]=> string(5) "16126" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:48:12" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [8]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:50:39" ["~DATE_CREATE"]=> string(19) "06/04/2020 14:50:39" ["ID"]=> string(5) "16127" ["~ID"]=> string(5) "16127" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(49) "#19. Fault-tolerant production part 2. Assistants" ["~NAME"]=> string(49) "#19. Fault-tolerant production part 2. Assistants" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 14:50:39" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 14:50:39" ["DETAIL_PAGE_URL"]=> string(75) "/library/project-management/19-fault-tolerant-production-part-2-assistants/" ["~DETAIL_PAGE_URL"]=> string(75) "/library/project-management/19-fault-tolerant-production-part-2-assistants/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(584) "An assistant is an assistant to a top manager (for example, a technical director or ROP), who is not yet a full-fledged loan, but at the expense of routine operations unloads his manager, and at the same time duplicates part of his functions.

Example. In each plank with a team of developers or manager there are routine things: delays, lack of reports, the simplest collection of feedback. These functions may well be taken over by the assistant, solving some problems, and, say, the feedback is processed by the manager (and decides what to do with it)." ["~DETAIL_TEXT"]=> string(558) "An assistant is an assistant to a top manager (for example, a technical director or ROP), who is not yet a full-fledged loan, but at the expense of routine operations unloads his manager, and at the same time duplicates part of his functions. Example. In each plank with a team of developers or manager there are routine things: delays, lack of reports, the simplest collection of feedback. These functions may well be taken over by the assistant, solving some problems, and, say, the feedback is processed by the manager (and decides what to do with it)." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(250) "An assistant is an assistant to a top manager (for example, a technical director or ROP), who is not yet a full-fledged loan, but at the expense of routine operations unloads his manager, and at the same time duplicates part of his functions." ["~PREVIEW_TEXT"]=> string(242) "An assistant is an assistant to a top manager (for example, a technical director or ROP), who is not yet a full-fledged loan, but at the expense of routine operations unloads his manager, and at the same time duplicates part of his functions." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(46) "19-fault-tolerant-production-part-2-assistants" ["~CODE"]=> string(46) "19-fault-tolerant-production-part-2-assistants" ["EXTERNAL_ID"]=> string(5) "16127" ["~EXTERNAL_ID"]=> string(5) "16127" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:50:39" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [9]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:53:23" ["~DATE_CREATE"]=> string(19) "06/04/2020 14:53:23" ["ID"]=> string(5) "16128" ["~ID"]=> string(5) "16128" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(21) "#25. Project rotation" ["~NAME"]=> string(21) "#25. Project rotation" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 14:53:23" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 14:53:23" ["DETAIL_PAGE_URL"]=> string(48) "/library/project-management/25-project-rotation/" ["~DETAIL_PAGE_URL"]=> string(48) "/library/project-management/25-project-rotation/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(477) "Problem 1: managers burn out on some projects.
Problem 2: managers want to develop.

Solution: Through an account manager to profile managers. Find out which projects they are taking out better and which are worse. Ask about which areas they want to lead.
Further (if it is not adjusted) to debug business process of transfers of the project, to regulate it. And to make rotation.

To repeat once in a quarter, to conduct statistics." ["~DETAIL_TEXT"]=> string(439) "Problem 1: managers burn out on some projects. Problem 2: managers want to develop. Solution: Through an account manager to profile managers. Find out which projects they are taking out better and which are worse. Ask about which areas they want to lead. Further (if it is not adjusted) to debug business process of transfers of the project, to regulate it. And to make rotation. To repeat once in a quarter, to conduct statistics." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(89) "Problem 1: managers burn out on some projects.
Problem 2: managers want to develop." ["~PREVIEW_TEXT"]=> string(84) "Problem 1: managers burn out on some projects. Problem 2: managers want to develop." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(19) "25-project-rotation" ["~CODE"]=> string(19) "25-project-rotation" ["EXTERNAL_ID"]=> string(5) "16128" ["~EXTERNAL_ID"]=> string(5) "16128" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:53:23" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [10]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:54:58" ["~DATE_CREATE"]=> string(19) "06/04/2020 14:54:58" ["ID"]=> string(5) "16129" ["~ID"]=> string(5) "16129" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(19) "#26. Tasking system" ["~NAME"]=> string(19) "#26. Tasking system" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 14:54:58" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 14:54:58" ["DETAIL_PAGE_URL"]=> string(46) "/library/project-management/26-tasking-system/" ["~DETAIL_PAGE_URL"]=> string(46) "/library/project-management/26-tasking-system/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1143) "We work in a seriously developed Bitrix24, and on the client side we often see Jira and even Trello.

What's the difference?

In our opinion, Jira is more focused on development and is aimed at programmers, it is more difficult to manage complex projects here. Bitrix24, on the contrary, has no connection with version control systems by default, but it has complex tasks, visualization of terms in Gantt and so on.
We believe that the most correct thing is not to adapt production for the system, but to improve it for yourself and in this respect Bitrix24 with its source code wins significantly.

Say, our latest development is an advanced checklist.
Unlike regular checklists, now each checklist item has a person responsible, the items themselves are grouped into sections ("in work", "in testing", "on acceptance", "unassembled") with the ability to add their own groups. The checkpoints have end-to-end numbering and sharing of access rights (the tester cannot accept the work, but can give it for acceptance or revision, etc.)." ["~DETAIL_TEXT"]=> string(1043) "We work in a seriously developed Bitrix24, and on the client side we often see Jira and even Trello. What's the difference? In our opinion, Jira is more focused on development and is aimed at programmers, it is more difficult to manage complex projects here. Bitrix24, on the contrary, has no connection with version control systems by default, but it has complex tasks, visualization of terms in Gantt and so on. We believe that the most correct thing is not to adapt production for the system, but to improve it for yourself and in this respect Bitrix24 with its source code wins significantly. Say, our latest development is an advanced checklist. Unlike regular checklists, now each checklist item has a person responsible, the items themselves are grouped into sections ("in work", "in testing", "on acceptance", "unassembled") with the ability to add their own groups. The checkpoints have end-to-end numbering and sharing of access rights (the tester cannot accept the work, but can give it for acceptance or revision, etc.)." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(469) "In our opinion, Jira is more focused on development and programmers, it's more difficult to manage complex projects here. Bitrix24, on the contrary, has no connection with version control systems by default, but it has complex tasks, visualization of terms in Gantt and so on.
We believe that the most correct thing is not to adapt production for the system, but to improve it for yourself and in this respect Bitrix24 with its source code wins significantly." ["~PREVIEW_TEXT"]=> string(460) "In our opinion, Jira is more focused on development and programmers, it's more difficult to manage complex projects here. Bitrix24, on the contrary, has no connection with version control systems by default, but it has complex tasks, visualization of terms in Gantt and so on. We believe that the most correct thing is not to adapt production for the system, but to improve it for yourself and in this respect Bitrix24 with its source code wins significantly." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(17) "26-tasking-system" ["~CODE"]=> string(17) "26-tasking-system" ["EXTERNAL_ID"]=> string(5) "16129" ["~EXTERNAL_ID"]=> string(5) "16129" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:54:58" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [11]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:57:26" ["~DATE_CREATE"]=> string(19) "06/04/2020 14:57:26" ["ID"]=> string(5) "16130" ["~ID"]=> string(5) "16130" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(48) "#27. Task definition system 2: resource planning" ["~NAME"]=> string(48) "#27. Task definition system 2: resource planning" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 14:57:43" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 14:57:43" ["DETAIL_PAGE_URL"]=> string(74) "/library/project-management/27-task-definition-system-2-resource-planning/" ["~DETAIL_PAGE_URL"]=> string(74) "/library/project-management/27-task-definition-system-2-resource-planning/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1129) "The whole digital is a poorly predicted development. I will immediately agree that when there is a detailed TOR and we are at the programming stage, it is somehow easier: there is no waiting for the Customer, although there is an acceptance and potential loss of time.

The solution to this problem is planning in short periods. We use weekly planning: before Friday afternoon, managers send requests for resources by people and projects, while the production manager and the technical director allocate resources.

To account for force majeure, we use the "7+1" and "fireman" technologies. The first is to allocate an hour per day for minor adjustments/refinishing/consultation, and seven hours for basic work as planned. "Fireman" is a programmer on duty at least at the middle level, who deals with all force majeure, so as not to distract others.

The system is based on Bitrix24 (there is little left of it 😊). It should be noted that weekly planning does not cancel the general plans for the project, as well as quarterly shipping plans." ["~DETAIL_TEXT"]=> string(1057) "The whole digital is a poorly predicted development. I will immediately agree that when there is a detailed TOR and we are at the programming stage, it is somehow easier: there is no waiting for the Customer, although there is an acceptance and potential loss of time. The solution to this problem is planning in short periods. We use weekly planning: before Friday afternoon, managers send requests for resources by people and projects, while the production manager and the technical director allocate resources. To account for force majeure, we use the "7+1" and "fireman" technologies. The first is to allocate an hour per day for minor adjustments/refinishing/consultation, and seven hours for basic work as planned. "Fireman" is a programmer on duty at least at the middle level, who deals with all force majeure, so as not to distract others. The system is based on Bitrix24 (there is little left of it 😊). It should be noted that weekly planning does not cancel the general plans for the project, as well as quarterly shipping plans." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(268) "The whole digital is a poorly predicted development. I will immediately agree that when there is a detailed TOR and we are at the programming stage, it is somehow easier: there is no waiting for the Customer, although there is an acceptance and potential loss of time." ["~PREVIEW_TEXT"]=> string(268) "The whole digital is a poorly predicted development. I will immediately agree that when there is a detailed TOR and we are at the programming stage, it is somehow easier: there is no waiting for the Customer, although there is an acceptance and potential loss of time." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(45) "27-task-definition-system-2-resource-planning" ["~CODE"]=> string(45) "27-task-definition-system-2-resource-planning" ["EXTERNAL_ID"]=> string(5) "16130" ["~EXTERNAL_ID"]=> string(5) "16130" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 14:57:26" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [12]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 15:03:36" ["~DATE_CREATE"]=> string(19) "06/04/2020 15:03:36" ["ID"]=> string(5) "16131" ["~ID"]=> string(5) "16131" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(61) "#29. What's the point of a leave of absence for an executive?" ["~NAME"]=> string(61) "#29. What's the point of a leave of absence for an executive?" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 15:03:36" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 15:03:36" ["DETAIL_PAGE_URL"]=> string(87) "/library/project-management/29-what-s-the-point-of-a-leave-of-absence-for-an-executive/" ["~DETAIL_PAGE_URL"]=> string(87) "/library/project-management/29-what-s-the-point-of-a-leave-of-absence-for-an-executive/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(645) "Understand what processes don't work without you. Understand which processes need to be automated. Automation is achieved either by writing regulations, when some process is "backlash", or by a script that helps people not to forget (for example, about payment of the bill) or to control (for example, the expense of the project).

The other part of the processes needs redundancy: something that is not done without you or without your top manager. It is highly recommended that you go on vacation at least three times a year in order to understand how to make the system more reliable when you return." ["~DETAIL_TEXT"]=> string(605) "Understand what processes don't work without you. Understand which processes need to be automated. Automation is achieved either by writing regulations, when some process is "backlash", or by a script that helps people not to forget (for example, about payment of the bill) or to control (for example, the expense of the project). The other part of the processes needs redundancy: something that is not done without you or without your top manager. It is highly recommended that you go on vacation at least three times a year in order to understand how to make the system more reliable when you return." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(360) "Understand what processes don't work without you. Understand which processes need to be automated. Automation is achieved either by writing regulations, when some process is "backlash", or by a script that helps people not to forget (for example, about payment of the bill) or to control (for example, the expense of the project)." ["~PREVIEW_TEXT"]=> string(330) "Understand what processes don't work without you. Understand which processes need to be automated. Automation is achieved either by writing regulations, when some process is "backlash", or by a script that helps people not to forget (for example, about payment of the bill) or to control (for example, the expense of the project)." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(58) "29-what-s-the-point-of-a-leave-of-absence-for-an-executive" ["~CODE"]=> string(58) "29-what-s-the-point-of-a-leave-of-absence-for-an-executive" ["EXTERNAL_ID"]=> string(5) "16131" ["~EXTERNAL_ID"]=> string(5) "16131" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 15:03:36" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [13]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 15:07:09" ["~DATE_CREATE"]=> string(19) "06/04/2020 15:07:09" ["ID"]=> string(5) "16133" ["~ID"]=> string(5) "16133" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(80) "#35. Project and Resource Planning, Part 2. Gant in Bitrix, Ganttpro, MSProject." ["~NAME"]=> string(80) "#35. Project and Resource Planning, Part 2. Gant in Bitrix, Ganttpro, MSProject." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 15:07:09" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 15:07:09" ["DETAIL_PAGE_URL"]=> string(102) "/library/project-management/35-project-and-resource-planning-part-2-gant-in-bitrix-ganttpro-msproject/" ["~DETAIL_PAGE_URL"]=> string(102) "/library/project-management/35-project-and-resource-planning-part-2-gant-in-bitrix-ganttpro-msproject/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1402) "There are many products on the market for project planning, what to use?

The standard gant in Bitrix24 - is from a box, rather simple in use, but there is no functionality of export as diagrams for demonstration to clients. And the most important minus - there get all active tasks on the project, even service, and they are sometimes not needed there.

Ganttpro (ganttpro.com) is an online service, which we are currently implementing for visual scheduling of project stages in the form of Gantt. Very simple and clear interface, it is possible to create only the necessary stages and tasks, it is possible to create several projects, work with diagrams to several people with different rights (some editing, others watching), there is an export in the form of Gantt in png and pdf formats. Minus, perhaps, only in the payment of the solution.

MSProject - allows not only to create a Gantt chart, but also to keep records of resources, cost of resources, control over the underload and overload of resources (for example, tasks per resource (employee) more than 40 hours a week), to generate reports. The solution is interesting, but often the functionality is redundant and only partially used. It is possible to export to pdf.

We have found 7 more tools for Gantt - we will tell you about them in the next articles. " ["~DETAIL_TEXT"]=> string(1330) "There are many products on the market for project planning, what to use? The standard gant in Bitrix24 - is from a box, rather simple in use, but there is no functionality of export as diagrams for demonstration to clients. And the most important minus - there get all active tasks on the project, even service, and they are sometimes not needed there. Ganttpro (ganttpro.com) is an online service, which we are currently implementing for visual scheduling of project stages in the form of Gantt. Very simple and clear interface, it is possible to create only the necessary stages and tasks, it is possible to create several projects, work with diagrams to several people with different rights (some editing, others watching), there is an export in the form of Gantt in png and pdf formats. Minus, perhaps, only in the payment of the solution. MSProject - allows not only to create a Gantt chart, but also to keep records of resources, cost of resources, control over the underload and overload of resources (for example, tasks per resource (employee) more than 40 hours a week), to generate reports. The solution is interesting, but often the functionality is redundant and only partially used. It is possible to export to pdf. We have found 7 more tools for Gantt - we will tell you about them in the next articles. " ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(72) "There are many products on the market for project planning, what to use?" ["~PREVIEW_TEXT"]=> string(72) "There are many products on the market for project planning, what to use?" ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(73) "35-project-and-resource-planning-part-2-gant-in-bitrix-ganttpro-msproject" ["~CODE"]=> string(73) "35-project-and-resource-planning-part-2-gant-in-bitrix-ganttpro-msproject" ["EXTERNAL_ID"]=> string(5) "16133" ["~EXTERNAL_ID"]=> string(5) "16133" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 15:07:09" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [14]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:41:33" ["~DATE_CREATE"]=> string(19) "06/04/2020 16:41:33" ["ID"]=> string(5) "16134" ["~ID"]=> string(5) "16134" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(73) "#36. Resource scheduling, part 2. Alternatives to Bitrix and the Project." ["~NAME"]=> string(73) "#36. Resource scheduling, part 2. Alternatives to Bitrix and the Project." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 16:41:33" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 16:41:33" ["DETAIL_PAGE_URL"]=> string(97) "/library/project-management/36-resource-scheduling-part-2-alternatives-to-bitrix-and-the-project/" ["~DETAIL_PAGE_URL"]=> string(97) "/library/project-management/36-resource-scheduling-part-2-alternatives-to-bitrix-and-the-project/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1956) "Let's also do a short overview of other software alternatives:

Active Collab is an online product that is visually pleasing and clear, but with a not very intuitive interface. The main features: you can create several projects, invite participants and clients to the project, link tasks. There is no possibility to export the diagram.

Excel is an old school of gantt charting, all by hand. There is no possibility to link tasks, manual creation of time intervals and histograms based on them.

GanttProject - is a specialized program for drawing gantt charts, but with an outdated interface. Features: each project is created as a separate file, as in MS Project; it can be exported to a picture and pdf file; it is impossible for several employees to work simultaneously, because it is not an online product.

Planiro is an online product, also visually pleasing, but the interface is also not very intuitive. You can create several projects, you can work with several employees online, you cannot export the diagram to a file.

Canva is a specialized product for creating beautiful graphic materials, including giant diagrams, for presentations. The peculiarity of the product - design, availability of a large number of templates, but not functionality, everything by hand. It is suitable for presentation of projects, but not for dynamic work with the diagram.

Wrike - online product with a decent design, clear and user-friendly interface. You can run several projects, work simultaneously for several employees. The disadvantage of the product is that you can export only in Excel.

OpenProj is a kind of MS Project analogue, but with an outdated interface. Quite wide functionality, but the disadvantage of the product is that you can not work with several employees at once, each project is a separate file. The possibility of exporting is available in pdf." ["~DETAIL_TEXT"]=> string(1882) "Let's also do a short overview of other software alternatives: Active Collab is an online product that is visually pleasing and clear, but with a not very intuitive interface. The main features: you can create several projects, invite participants and clients to the project, link tasks. There is no possibility to export the diagram. Excel is an old school of gantt charting, all by hand. There is no possibility to link tasks, manual creation of time intervals and histograms based on them. GanttProject - is a specialized program for drawing gantt charts, but with an outdated interface. Features: each project is created as a separate file, as in MS Project; it can be exported to a picture and pdf file; it is impossible for several employees to work simultaneously, because it is not an online product. Planiro is an online product, also visually pleasing, but the interface is also not very intuitive. You can create several projects, you can work with several employees online, you cannot export the diagram to a file. Canva is a specialized product for creating beautiful graphic materials, including giant diagrams, for presentations. The peculiarity of the product - design, availability of a large number of templates, but not functionality, everything by hand. It is suitable for presentation of projects, but not for dynamic work with the diagram. Wrike - online product with a decent design, clear and user-friendly interface. You can run several projects, work simultaneously for several employees. The disadvantage of the product is that you can export only in Excel. OpenProj is a kind of MS Project analogue, but with an outdated interface. Quite wide functionality, but the disadvantage of the product is that you can not work with several employees at once, each project is a separate file. The possibility of exporting is available in pdf." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(60) "Let's take a short look at other software alternatives. " ["~PREVIEW_TEXT"]=> string(56) "Let's take a short look at other software alternatives. " ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(68) "36-resource-scheduling-part-2-alternatives-to-bitrix-and-the-project" ["~CODE"]=> string(68) "36-resource-scheduling-part-2-alternatives-to-bitrix-and-the-project" ["EXTERNAL_ID"]=> string(5) "16134" ["~EXTERNAL_ID"]=> string(5) "16134" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:41:33" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [15]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:43:09" ["~DATE_CREATE"]=> string(19) "06/04/2020 16:43:09" ["ID"]=> string(5) "16135" ["~ID"]=> string(5) "16135" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(32) "#44. Your manager promised us..." ["~NAME"]=> string(32) "#44. Your manager promised us..." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 16:43:09" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 16:43:09" ["DETAIL_PAGE_URL"]=> string(57) "/library/project-management/44-your-manager-promised-us-/" ["~DETAIL_PAGE_URL"]=> string(57) "/library/project-management/44-your-manager-promised-us-/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1093) "Very often we hear such words from our customer.

And it's good if the manager, who hasn't been working for six months, promised to replace the favikon for free, instead of completely changing the logic of the calculator and "we will change the design for you even after the development. Of course, it is possible, having taken a hard breath, to begin to carry out "agreements",
or with foam at the mouth to enter into a dispute with the client, losing their nerves and customer loyalty. How to make a straw in advance?

Minutes of meetings. At the end of the meeting with the customer all agreements must be recorded in writing, and then receive confirmation from the customer that this is what you have agreed. If you missed something, the customer will correct you himself. The same approach is applied to telephone conversations and communication in messengers (it is about meetings and agreements, not about every call).

And it does not matter if such protocols are mentioned in the contract - it still has effect." ["~DETAIL_TEXT"]=> string(1027) "Very often we hear such words from our customer. And it's good if the manager, who hasn't been working for six months, promised to replace the favikon for free, instead of completely changing the logic of the calculator and "we will change the design for you even after the development. Of course, it is possible, having taken a hard breath, to begin to carry out "agreements", or with foam at the mouth to enter into a dispute with the client, losing their nerves and customer loyalty. How to make a straw in advance? Minutes of meetings. At the end of the meeting with the customer all agreements must be recorded in writing, and then receive confirmation from the customer that this is what you have agreed. If you missed something, the customer will correct you himself. The same approach is applied to telephone conversations and communication in messengers (it is about meetings and agreements, not about every call). And it does not matter if such protocols are mentioned in the contract - it still has effect." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(553) "Very often we hear such words from our customer.
And it's good if the manager, who hasn't been working for six months, promised to replace the favikon for free, instead of completely changing the logic of the calculator and "we will change the design for you even after the development. Of course, it is possible, having taken a hard breath, to begin to carry out "agreements",
or with foam at the mouth to enter into a dispute with the client, losing their nerves and customer loyalty. How to make a straw in advance?" ["~PREVIEW_TEXT"]=> string(520) "Very often we hear such words from our customer. And it's good if the manager, who hasn't been working for six months, promised to replace the favikon for free, instead of completely changing the logic of the calculator and "we will change the design for you even after the development. Of course, it is possible, having taken a hard breath, to begin to carry out "agreements", or with foam at the mouth to enter into a dispute with the client, losing their nerves and customer loyalty. How to make a straw in advance?" ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(28) "44-your-manager-promised-us-" ["~CODE"]=> string(28) "44-your-manager-promised-us-" ["EXTERNAL_ID"]=> string(5) "16135" ["~EXTERNAL_ID"]=> string(5) "16135" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:43:09" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [16]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:44:43" ["~DATE_CREATE"]=> string(19) "06/04/2020 16:44:43" ["ID"]=> string(5) "16136" ["~ID"]=> string(5) "16136" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(62) "#45. Prototyping in Figma or how to speed up the design phase." ["~NAME"]=> string(62) "#45. Prototyping in Figma or how to speed up the design phase." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 16:44:43" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 16:44:43" ["DETAIL_PAGE_URL"]=> string(88) "/library/project-management/45-prototyping-in-figma-or-how-to-speed-up-the-design-phase/" ["~DETAIL_PAGE_URL"]=> string(88) "/library/project-management/45-prototyping-in-figma-or-how-to-speed-up-the-design-phase/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1316) "Each designer at the stage of transition of the project from analytics to drawing faces the fact that he needs to draw absolutely ALL elements and blocks according to the prototype prepared by the analyst, as the prototype is made in one program, and draws the designer in another. And it is also necessary to optimally arrange all the blocks: all this takes time.

What should we do? We found a solution in the translation of prototyping sites in Figma (through the use of corporate UI-kit for prototypes), and also introduced a mandatory audit of prototypes by the Art Director.

What gives:

- When you go to the designer all elements of the layout already exist, it remains only to give them the necessary visual performance;
- The implementation of the interfaces is already close to the end: the Art Director has already familiarized himself with the prototypes and made corrections together with the analyst.
- Prototypes initially look neater/beautier and in Figma it is much easier and faster to implement an interactive prototype.
In this way, we reduce the design stage by 20-30%. At the same time, the prototyping period is not increased, as the analyst does not draw elements, but simply copies them from UI-kit, similar to Axure, for example." ["~DETAIL_TEXT"]=> string(1316) "Each designer at the stage of transition of the project from analytics to drawing faces the fact that he needs to draw absolutely ALL elements and blocks according to the prototype prepared by the analyst, as the prototype is made in one program, and draws the designer in another. And it is also necessary to optimally arrange all the blocks: all this takes time.

What should we do? We found a solution in the translation of prototyping sites in Figma (through the use of corporate UI-kit for prototypes), and also introduced a mandatory audit of prototypes by the Art Director.

What gives:

- When you go to the designer all elements of the layout already exist, it remains only to give them the necessary visual performance;
- The implementation of the interfaces is already close to the end: the Art Director has already familiarized himself with the prototypes and made corrections together with the analyst.
- Prototypes initially look neater/beautier and in Figma it is much easier and faster to implement an interactive prototype.
In this way, we reduce the design stage by 20-30%. At the same time, the prototyping period is not increased, as the analyst does not draw elements, but simply copies them from UI-kit, similar to Axure, for example." ["DETAIL_TEXT_TYPE"]=> string(4) "html" ["~DETAIL_TEXT_TYPE"]=> string(4) "html" ["PREVIEW_TEXT"]=> string(364) "Each designer at the stage of transition of the project from analytics to drawing faces the fact that he needs to draw absolutely ALL elements and blocks according to the prototype prepared by the analyst, as the prototype is made in one program, and draws the designer in another. And it is also necessary to optimally arrange all the blocks: all this takes time." ["~PREVIEW_TEXT"]=> string(364) "Each designer at the stage of transition of the project from analytics to drawing faces the fact that he needs to draw absolutely ALL elements and blocks according to the prototype prepared by the analyst, as the prototype is made in one program, and draws the designer in another. And it is also necessary to optimally arrange all the blocks: all this takes time." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(59) "45-prototyping-in-figma-or-how-to-speed-up-the-design-phase" ["~CODE"]=> string(59) "45-prototyping-in-figma-or-how-to-speed-up-the-design-phase" ["EXTERNAL_ID"]=> string(5) "16136" ["~EXTERNAL_ID"]=> string(5) "16136" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:44:43" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [17]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 15:04:41" ["~DATE_CREATE"]=> string(19) "06/04/2020 15:04:41" ["ID"]=> string(5) "16132" ["~ID"]=> string(5) "16132" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(59) "#33. Microcases: an alternative way to file an examination." ["~NAME"]=> string(59) "#33. Microcases: an alternative way to file an examination." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 15:05:16" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 15:05:16" ["DETAIL_PAGE_URL"]=> string(82) "/library/project-management/33-mikrokeysy-alternativnyy-sposob-podachi-ekspertizy/" ["~DETAIL_PAGE_URL"]=> string(82) "/library/project-management/33-mikrokeysy-alternativnyy-sposob-podachi-ekspertizy/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(527) "Everyone loves and creates cases on projects, but what if the Customer needs expertise in 1C integration or experience with online payments (we are talking, of course, about non-standard things - holding, auto-payments, etc.).

Special samples, as we called them, "microcases" come to the aid. This is a narrow sample by profile, for example, "non-standard 1C integrations", where the project is not so important as concentrated experience on several such projects.

Example." ["~DETAIL_TEXT"]=> string(479) "Everyone loves and creates cases on projects, but what if the Customer needs expertise in 1C integration or experience with online payments (we are talking, of course, about non-standard things - holding, auto-payments, etc.). Special samples, as we called them, "microcases" come to the aid. This is a narrow sample by profile, for example, "non-standard 1C integrations", where the project is not so important as concentrated experience on several such projects. Example." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(234) "Everyone loves and creates cases on projects, but what if the Customer needs expertise in 1C integration or experience with online payments (we are talking, of course, about non-standard things - holding, auto-payments, etc.)." ["~PREVIEW_TEXT"]=> string(226) "Everyone loves and creates cases on projects, but what if the Customer needs expertise in 1C integration or experience with online payments (we are talking, of course, about non-standard things - holding, auto-payments, etc.)." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(53) "33-mikrokeysy-alternativnyy-sposob-podachi-ekspertizy" ["~CODE"]=> string(53) "33-mikrokeysy-alternativnyy-sposob-podachi-ekspertizy" ["EXTERNAL_ID"]=> string(5) "16132" ["~EXTERNAL_ID"]=> string(5) "16132" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 15:04:41" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [18]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:46:14" ["~DATE_CREATE"]=> string(19) "06/04/2020 16:46:14" ["ID"]=> string(5) "16137" ["~ID"]=> string(5) "16137" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(28) "#50. Summary of the meeting." ["~NAME"]=> string(28) "#50. Summary of the meeting." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 16:46:14" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 16:46:14" ["DETAIL_PAGE_URL"]=> string(54) "/library/project-management/50-summary-of-the-meeting/" ["~DETAIL_PAGE_URL"]=> string(54) "/library/project-management/50-summary-of-the-meeting/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(964) "Often after a meeting with a client, it takes a lot of time to review the notes made during a discussion with the work team. Especially when there are technical experts in addition to the business customer and opinions on the project differ.

Or if at the end of the topic start jumping chaotically.

We have found and are using a tool from Gorbunov's Office "Konspekt" https://conspectus.io/.
While the discussion is going on, quick buttons mark the status of the comment, deadline, sift out uncoordinated corrections. And also during the meeting we edit and sort the tasks.
For managers, there is a standard reminder of the question structure for working with comments: what do you mean? why is it important? why is it critical to do it now?

At the end, click the "Summary" button and you can see the structured summary as a list." ["~DETAIL_TEXT"]=> string(841) "Often after a meeting with a client, it takes a lot of time to review the notes made during a discussion with the work team. Especially when there are technical experts in addition to the business customer and opinions on the project differ. Or if at the end of the topic start jumping chaotically. We have found and are using a tool from Gorbunov's Office "Konspekt" https://conspectus.io/. While the discussion is going on, quick buttons mark the status of the comment, deadline, sift out uncoordinated corrections. And also during the meeting we edit and sort the tasks. For managers, there is a standard reminder of the question structure for working with comments: what do you mean? why is it important? why is it critical to do it now? At the end, click the "Summary" button and you can see the structured summary as a list." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(241) "Often after a meeting with a client, it takes a lot of time to review the notes made during a discussion with the work team. Especially when there are technical experts in addition to the business customer and opinions on the project differ." ["~PREVIEW_TEXT"]=> string(241) "Often after a meeting with a client, it takes a lot of time to review the notes made during a discussion with the work team. Especially when there are technical experts in addition to the business customer and opinions on the project differ." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(25) "50-summary-of-the-meeting" ["~CODE"]=> string(25) "50-summary-of-the-meeting" ["EXTERNAL_ID"]=> string(5) "16137" ["~EXTERNAL_ID"]=> string(5) "16137" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:46:14" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [19]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:48:04" ["~DATE_CREATE"]=> string(19) "06/04/2020 16:48:04" ["ID"]=> string(5) "16138" ["~ID"]=> string(5) "16138" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(62) "#51. Contract VS internal resources: unexpected pros and cons." ["~NAME"]=> string(62) "#51. Contract VS internal resources: unexpected pros and cons." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 16:48:04" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 16:48:04" ["DETAIL_PAGE_URL"]=> string(87) "/library/project-management/51-contract-vs-internal-resources-unexpected-pros-and-cons/" ["~DETAIL_PAGE_URL"]=> string(87) "/library/project-management/51-contract-vs-internal-resources-unexpected-pros-and-cons/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1032) "+ If the project is not fully formalized, it is more profitable to negotiate a fixed price with the contractor and close your risks. In general it is not necessary to get carried away - it is possible to burn the contractor and in general it is better to do analytics.

+ If the project is T&M, but the code is a terrible Legacy, you can save your guys from burning out by giving such a project outside.

+ The same concerns the situation when you have one team for two projects - interesting and common. We leave the interesting one inside and increase motivation.

- It's very bad with NDA. Despite the signing, there is no control over the people in the contractor, which entails risks of disclosure. If you give work to serious clients, we give a minimum of information.
- It's a complicated quality control situation. We give our contractors our quality regulations, bitbucket regulations and so on, but compliance with these regulations is much harder than inside." ["~DETAIL_TEXT"]=> string(977) "+ If the project is not fully formalized, it is more profitable to negotiate a fixed price with the contractor and close your risks. In general it is not necessary to get carried away - it is possible to burn the contractor and in general it is better to do analytics. + If the project is T&M, but the code is a terrible Legacy, you can save your guys from burning out by giving such a project outside. + The same concerns the situation when you have one team for two projects - interesting and common. We leave the interesting one inside and increase motivation. - It's very bad with NDA. Despite the signing, there is no control over the people in the contractor, which entails risks of disclosure. If you give work to serious clients, we give a minimum of information. - It's a complicated quality control situation. We give our contractors our quality regulations, bitbucket regulations and so on, but compliance with these regulations is much harder than inside." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(217) "It's really bad with the NDA. Despite the signature, there is no control over the people in the contractor, which entails risks of disclosure. If you give work to serious clients, we give a minimum of information." ["~PREVIEW_TEXT"]=> string(213) "It's really bad with the NDA. Despite the signature, there is no control over the people in the contractor, which entails risks of disclosure. If you give work to serious clients, we give a minimum of information." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(58) "51-contract-vs-internal-resources-unexpected-pros-and-cons" ["~CODE"]=> string(58) "51-contract-vs-internal-resources-unexpected-pros-and-cons" ["EXTERNAL_ID"]=> string(5) "16138" ["~EXTERNAL_ID"]=> string(5) "16138" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:48:04" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [20]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:49:53" ["~DATE_CREATE"]=> string(19) "06/04/2020 16:49:53" ["ID"]=> string(5) "16139" ["~ID"]=> string(5) "16139" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(36) "#53. How do you remember everything?" ["~NAME"]=> string(36) "#53. How do you remember everything?" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 16:49:53" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 16:49:53" ["DETAIL_PAGE_URL"]=> string(62) "/library/project-management/53-how-do-you-remember-everything/" ["~DETAIL_PAGE_URL"]=> string(62) "/library/project-management/53-how-do-you-remember-everything/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1257) "I'll share my "How to remember everything and not be overwhelmed" experience. Every day, out of nowhere at work and outside, a lot of tasks arise. For example, to call a client to ask a question, to come in after work in the studio to pick up clothes, to remind the accountant to do the bill on the right day, to write a report for last week and 100500 small and large tasks. It is almost impossible to put such information in your head. And it is not necessary! I, for example, write such things in the usual Reminders on the iPhone. Of course, you can use any other software convenient for you, Google Calendar, Trello and others.

On the plus side, the head as a processor can't process more than X threads at the same time and it's very difficult to manage. The solution is to remove unnecessary "threads" of thoughts, fixing them in devices and on paper.

Correction. If you understand that the task is quite voluminous, you do not need to set it as it is. In 90% of cases you will either postpone it (prostration) or ignore it. Decompose tasks, make small steps and mark them in Reminders. For example, the first part of the task may be "to make a plan to solve this task"." ["~DETAIL_TEXT"]=> string(1183) "I'll share my "How to remember everything and not be overwhelmed" experience. Every day, out of nowhere at work and outside, a lot of tasks arise. For example, to call a client to ask a question, to come in after work in the studio to pick up clothes, to remind the accountant to do the bill on the right day, to write a report for last week and 100500 small and large tasks. It is almost impossible to put such information in your head. And it is not necessary! I, for example, write such things in the usual Reminders on the iPhone. Of course, you can use any other software convenient for you, Google Calendar, Trello and others. On the plus side, the head as a processor can't process more than X threads at the same time and it's very difficult to manage. The solution is to remove unnecessary "threads" of thoughts, fixing them in devices and on paper. Correction. If you understand that the task is quite voluminous, you do not need to set it as it is. In 90% of cases you will either postpone it (prostration) or ignore it. Decompose tasks, make small steps and mark them in Reminders. For example, the first part of the task may be "to make a plan to solve this task"." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(565) "Every day, out of nowhere at work and outside of work, there are many tasks. For example, to call a client to ask a question, to come in after work in the studio to pick up clothes, to remind an accountant to make a bill on the right day, to write a report for the last week and 100500 small and large tasks. It is almost impossible to put such information in your head. And it is not necessary! I, for example, write such things in the usual Reminders on the iPhone. Of course, you can use any other software convenient for you, Google Calendar, Trello and others." ["~PREVIEW_TEXT"]=> string(565) "Every day, out of nowhere at work and outside of work, there are many tasks. For example, to call a client to ask a question, to come in after work in the studio to pick up clothes, to remind an accountant to make a bill on the right day, to write a report for the last week and 100500 small and large tasks. It is almost impossible to put such information in your head. And it is not necessary! I, for example, write such things in the usual Reminders on the iPhone. Of course, you can use any other software convenient for you, Google Calendar, Trello and others." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(33) "53-how-do-you-remember-everything" ["~CODE"]=> string(33) "53-how-do-you-remember-everything" ["EXTERNAL_ID"]=> string(5) "16139" ["~EXTERNAL_ID"]=> string(5) "16139" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:49:53" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [21]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:51:28" ["~DATE_CREATE"]=> string(19) "06/04/2020 16:51:28" ["ID"]=> string(5) "16140" ["~ID"]=> string(5) "16140" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(33) "#55. Extended combustion pattern." ["~NAME"]=> string(33) "#55. Extended combustion pattern." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 16:51:28" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 16:51:28" ["DETAIL_PAGE_URL"]=> string(59) "/library/project-management/55-extended-combustion-pattern/" ["~DETAIL_PAGE_URL"]=> string(59) "/library/project-management/55-extended-combustion-pattern/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(920) "A project can be scheduled, but the timing of acceptance + bug fixes is more difficult to plan. Not to mention the additional requirements, some of which the contractor has to do within the framework of the main body of work. How can you plan deadlines, especially when they are required by your/other management?
An extended combustion diagram will help, see figure.

How it works:
From left to right - iterations (or weeks, as convenient) of work.
All that is above zero - work on the TOR (it is logical to assume that it decreases over time).
All that is below zero - work not on the TOR + bug fixes (after some growth should also decrease).
Crossing the top line with zero - the planned completion of the work (as if we are working without bugs). But the crossing of both lines - the real completion date.

Make use of it!" ["~DETAIL_TEXT"]=> string(835) "A project can be scheduled, but the timing of acceptance + bug fixes is more difficult to plan. Not to mention the additional requirements, some of which the contractor has to do within the framework of the main body of work. How can you plan deadlines, especially when they are required by your/other management? An extended combustion diagram will help, see figure. How it works: From left to right - iterations (or weeks, as convenient) of work. All that is above zero - work on the TOR (it is logical to assume that it decreases over time). All that is below zero - work not on the TOR + bug fixes (after some growth should also decrease). Crossing the top line with zero - the planned completion of the work (as if we are working without bugs). But the crossing of both lines - the real completion date. Make use of it!" ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(317) "A project can be scheduled, but the timing of acceptance + bug fixes is more difficult to plan. Not to mention the additional requirements, some of which the contractor has to do within the framework of the main body of work. How can you plan deadlines, especially when they are required by your/other management?" ["~PREVIEW_TEXT"]=> string(313) "A project can be scheduled, but the timing of acceptance + bug fixes is more difficult to plan. Not to mention the additional requirements, some of which the contractor has to do within the framework of the main body of work. How can you plan deadlines, especially when they are required by your/other management?" ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(30) "55-extended-combustion-pattern" ["~CODE"]=> string(30) "55-extended-combustion-pattern" ["EXTERNAL_ID"]=> string(5) "16140" ["~EXTERNAL_ID"]=> string(5) "16140" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:51:28" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [22]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:52:53" ["~DATE_CREATE"]=> string(19) "06/04/2020 16:52:53" ["ID"]=> string(5) "16141" ["~ID"]=> string(5) "16141" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(55) "#56. Client happiness in 10 minutes (model Niyaki Kano)" ["~NAME"]=> string(55) "#56. Client happiness in 10 minutes (model Niyaki Kano)" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 16:52:53" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 16:52:53" ["DETAIL_PAGE_URL"]=> string(80) "/library/project-management/56-client-happiness-in-10-minutes-model-niyaki-kano/" ["~DETAIL_PAGE_URL"]=> string(80) "/library/project-management/56-client-happiness-in-10-minutes-model-niyaki-kano/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(765) "The essence of the chart and the model as such:
The red line - compliance with the requirements (project) strictly according to the TOR - do everything - get zero satisfaction (what you paid for, then got).
Yellow - the execution of client wishes at the expense of the company: more doing - more spending the budget.
And finally, the green is when the manager/analyst/team starts thinking for the client, offering solutions to his problems. Here, even small improvements can VERY seriously increase customer loyalty.

Our improvement is that we (Extyl) systematically plan the resource of the teams to improve the project. Systemically = regularly, plus in the morning until the head is fresh and full of fluid." ["~DETAIL_TEXT"]=> string(716) "The essence of the chart and the model as such: The red line - compliance with the requirements (project) strictly according to the TOR - do everything - get zero satisfaction (what you paid for, then got). Yellow - the execution of client wishes at the expense of the company: more doing - more spending the budget. And finally, the green is when the manager/analyst/team starts thinking for the client, offering solutions to his problems. Here, even small improvements can VERY seriously increase customer loyalty. Our improvement is that we (Extyl) systematically plan the resource of the teams to improve the project. Systemically = regularly, plus in the morning until the head is fresh and full of fluid." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(193) "Our improvement is that we (Extyl) systematically plan the team resource to improve the project. Systemically = regularly, plus in the morning until the head is fresh and full of fluid." ["~PREVIEW_TEXT"]=> string(185) "Our improvement is that we (Extyl) systematically plan the team resource to improve the project. Systemically = regularly, plus in the morning until the head is fresh and full of fluid." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(51) "56-client-happiness-in-10-minutes-model-niyaki-kano" ["~CODE"]=> string(51) "56-client-happiness-in-10-minutes-model-niyaki-kano" ["EXTERNAL_ID"]=> string(5) "16141" ["~EXTERNAL_ID"]=> string(5) "16141" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:52:53" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [23]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:54:12" ["~DATE_CREATE"]=> string(19) "06/04/2020 16:54:12" ["ID"]=> string(5) "16142" ["~ID"]=> string(5) "16142" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(64) "#57. Fighting prostration with the example of writing the TOR..." ["~NAME"]=> string(64) "#57. Fighting prostration with the example of writing the TOR..." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 16:54:12" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 16:54:12" ["DETAIL_PAGE_URL"]=> string(89) "/library/project-management/57-fighting-prostration-with-the-example-of-writing-the-tor-/" ["~DETAIL_PAGE_URL"]=> string(89) "/library/project-management/57-fighting-prostration-with-the-example-of-writing-the-tor-/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(986) "Writing TK/designing is an excellent example of fighting prostration.

The biggest problem in prokrastinatsii - when you postpone the task to "evening", the conditional evening you have an "empty tank" of mental forces - no thought fuel to think.
We even made a "Silence Corner" for a secluded design: it helps, but not 100%).

Examples where you can find: writing the TOR, prototypes, thinking through the logic, debugging the WORLD process.

Solutions:

- Writing TK piece by piece - exactly one block at a time (for example, "product card");
- Work "tomatoes" - work on a timer (exactly 30 minutes we do TK, then stop, even in the middle of the thought);
- Draw (top level) algorithm - and circle what we do today.
(that way the rest of the architecture will not be lost and the pieces will start to be made into pieces)." ["~DETAIL_TEXT"]=> string(836) "Writing TK/designing is an excellent example of fighting prostration. The biggest problem in prokrastinatsii - when you postpone the task to "evening", the conditional evening you have an "empty tank" of mental forces - no thought fuel to think. We even made a "Silence Corner" for a secluded design: it helps, but not 100%). Examples where you can find: writing the TOR, prototypes, thinking through the logic, debugging the WORLD process. Solutions: - Writing TK piece by piece - exactly one block at a time (for example, "product card"); - Work "tomatoes" - work on a timer (exactly 30 minutes we do TK, then stop, even in the middle of the thought); - Draw (top level) algorithm - and circle what we do today. (that way the rest of the architecture will not be lost and the pieces will start to be made into pieces)." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(271) "Writing TK/designing is an excellent example of fighting prostration.
The biggest problem in prokrastinatsii - when you postpone the task to "evening", the conditional evening you have an "empty tank" of mental forces - no thought fuel to think." ["~PREVIEW_TEXT"]=> string(246) "Writing TK/designing is an excellent example of fighting prostration. The biggest problem in prokrastinatsii - when you postpone the task to "evening", the conditional evening you have an "empty tank" of mental forces - no thought fuel to think." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(60) "57-fighting-prostration-with-the-example-of-writing-the-tor-" ["~CODE"]=> string(60) "57-fighting-prostration-with-the-example-of-writing-the-tor-" ["EXTERNAL_ID"]=> string(5) "16142" ["~EXTERNAL_ID"]=> string(5) "16142" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:54:12" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [24]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:55:11" ["~DATE_CREATE"]=> string(19) "06/04/2020 16:55:11" ["ID"]=> string(5) "16143" ["~ID"]=> string(5) "16143" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(82) "#58. Backlogs and improvements from the customer - how to fight the infinite flow." ["~NAME"]=> string(82) "#58. Backlogs and improvements from the customer - how to fight the infinite flow." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 16:55:11" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 16:55:11" ["DETAIL_PAGE_URL"]=> string(106) "/library/project-management/58-backlogs-and-improvements-from-the-customer-how-to-fight-the-infinite-flow/" ["~DETAIL_PAGE_URL"]=> string(106) "/library/project-management/58-backlogs-and-improvements-from-the-customer-how-to-fight-the-infinite-flow/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1301) "What is the problem with new wishes and corrections?

- You (and the team) work more (obviously) and spend more of your budget
- terms are increasing (although, in the client's opinion, they should remain the same - this is where expectations should be managed).
- breaking the stack principle: new cases seem more urgent. As a result, the team often runs to make new matches instead of finalizing the main task.

Solutions to the problem:

- External vaults. In case of verbal negotiations, write down all the results/features somewhere in a notebook and put them off immediately - until the time comes. For example, we have a separate task "Backlog" in the tracker and our clients write everything new there, not in the main development branches.
- Golden Clock. In our company 95% of communication (questions, negotiations, calls etc.) takes place exactly twice a day - at 11-12:00 and at 17-18:00. And at the rest of the time no one distracts or twitches the guys, which allows us to concentrate our work.
- Hard timings. Optimization of the code can be endless, and only strict restrictions will allow you to get together and have time to do 80% of the cases in 20% of the time." ["~DETAIL_TEXT"]=> string(1193) "What is the problem with new wishes and corrections? - You (and the team) work more (obviously) and spend more of your budget - terms are increasing (although, in the client's opinion, they should remain the same - this is where expectations should be managed). - breaking the stack principle: new cases seem more urgent. As a result, the team often runs to make new matches instead of finalizing the main task. Solutions to the problem: - External vaults. In case of verbal negotiations, write down all the results/features somewhere in a notebook and put them off immediately - until the time comes. For example, we have a separate task "Backlog" in the tracker and our clients write everything new there, not in the main development branches. - Golden Clock. In our company 95% of communication (questions, negotiations, calls etc.) takes place exactly twice a day - at 11-12:00 and at 17-18:00. And at the rest of the time no one distracts or twitches the guys, which allows us to concentrate our work. - Hard timings. Optimization of the code can be endless, and only strict restrictions will allow you to get together and have time to do 80% of the cases in 20% of the time." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(457) "What is the problem with new wishes and corrections?
- You (and the team) work more (obviously) and spend more of your budget
- terms are increasing (although, in the client's opinion, they should remain the same - this is where expectations should be managed).
- breaking the stack principle: new cases seem more urgent. As a result, the team often runs to make new matches instead of finalizing the main task." ["~PREVIEW_TEXT"]=> string(414) "What is the problem with new wishes and corrections? - You (and the team) work more (obviously) and spend more of your budget - terms are increasing (although, in the client's opinion, they should remain the same - this is where expectations should be managed). - breaking the stack principle: new cases seem more urgent. As a result, the team often runs to make new matches instead of finalizing the main task." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(77) "58-backlogs-and-improvements-from-the-customer-how-to-fight-the-infinite-flow" ["~CODE"]=> string(77) "58-backlogs-and-improvements-from-the-customer-how-to-fight-the-infinite-flow" ["EXTERNAL_ID"]=> string(5) "16143" ["~EXTERNAL_ID"]=> string(5) "16143" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 16:55:11" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [25]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:19:24" ["~DATE_CREATE"]=> string(19) "06/04/2020 17:19:24" ["ID"]=> string(5) "16144" ["~ID"]=> string(5) "16144" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(44) "#59. Problems with deadlines for programmers" ["~NAME"]=> string(44) "#59. Problems with deadlines for programmers" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 17:19:24" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 17:19:24" ["DETAIL_PAGE_URL"]=> string(71) "/library/project-management/59-problems-with-deadlines-for-programmers/" ["~DETAIL_PAGE_URL"]=> string(71) "/library/project-management/59-problems-with-deadlines-for-programmers/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1163) "Let's start with the obvious: there's a known Parkinson's syndrome - work takes up all the time she has. That is, if a programmer is given a week for a two-day task - he will do it all week. Of course, the two-day task will not take a month, but nevertheless.

The consequence is the effect of straightening the deadlines. This is when the programmer multiplies the terms by two to have time to debug the bugs, the manager also makes a reserve, and the customer on the contrary - cuts the terms as he can. As a result, the number of agreed deadlines depends on the compromise of the parties, not the real complexity of the task.

How to treat? To divide a project in a queue, inside the queues - tasks no more than for 1-2 working days. When building the queues, look at the dependency at once (after which block the current one can be made). In the nesting - an example of such a diagram.

Additional bonus: by the example of such a queue, you can reflect the current progress of the project, painting in yellow what is submitted to the acceptance, and in green - accepted. Much clearer than a simple list." ["~DETAIL_TEXT"]=> string(1113) "Let's start with the obvious: there's a known Parkinson's syndrome - work takes up all the time she has. That is, if a programmer is given a week for a two-day task - he will do it all week. Of course, the two-day task will not take a month, but nevertheless. The consequence is the effect of straightening the deadlines. This is when the programmer multiplies the terms by two to have time to debug the bugs, the manager also makes a reserve, and the customer on the contrary - cuts the terms as he can. As a result, the number of agreed deadlines depends on the compromise of the parties, not the real complexity of the task. How to treat? To divide a project in a queue, inside the queues - tasks no more than for 1-2 working days. When building the queues, look at the dependency at once (after which block the current one can be made). In the nesting - an example of such a diagram. Additional bonus: by the example of such a queue, you can reflect the current progress of the project, painting in yellow what is submitted to the acceptance, and in green - accepted. Much clearer than a simple list." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(116) "Let's start with the obvious: there's a known Parkinson's syndrome - work takes up all the time she has." ["~PREVIEW_TEXT"]=> string(104) "Let's start with the obvious: there's a known Parkinson's syndrome - work takes up all the time she has." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(42) "59-problems-with-deadlines-for-programmers" ["~CODE"]=> string(42) "59-problems-with-deadlines-for-programmers" ["EXTERNAL_ID"]=> string(5) "16144" ["~EXTERNAL_ID"]=> string(5) "16144" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:19:24" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [26]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:21:09" ["~DATE_CREATE"]=> string(19) "06/04/2020 17:21:09" ["ID"]=> string(5) "16145" ["~ID"]=> string(5) "16145" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(46) "#60. Agile and constant changes on the project" ["~NAME"]=> string(46) "#60. Agile and constant changes on the project" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 17:21:09" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 17:21:09" ["DETAIL_PAGE_URL"]=> string(73) "/library/project-management/60-agile-and-constant-changes-on-the-project/" ["~DETAIL_PAGE_URL"]=> string(73) "/library/project-management/60-agile-and-constant-changes-on-the-project/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1260) "What to do when there are constant changes in the project and the methodology of execution (and payment!) is little like agile? Let's take a look at the work stages:

1) TOR - write the general composition of the work, detailing later. Prototypes - in the same way.
Draw the main user route and start with it. This will reduce the risk that a huge mountain of prototypes / TOR will need to be reworked almost completely.

2) Design - this often saves the layout sketch in case of complex animation.
Let us explain: the layout is drawn, then only the animation, not the entire page. This allows you to quickly roll out the layout of the customer and show it "alive".

3) Programming - and especially integration.
Here the methodology of startups will help - we do MVP, model, show on it the approximate work of the system to the business customer - and after approval we already do it properly.

4) How to protect yourself from endless redesign? We work so: made - show the client - show protocol - work further. Protocols helmet mail / paper - here already look for yourself, the main thing that it will confirm this or that agreement and how they changed." ["~DETAIL_TEXT"]=> string(1167) "What to do when there are constant changes in the project and the methodology of execution (and payment!) is little like agile? Let's take a look at the work stages: 1) TOR - write the general composition of the work, detailing later. Prototypes - in the same way. Draw the main user route and start with it. This will reduce the risk that a huge mountain of prototypes / TOR will need to be reworked almost completely. 2) Design - this often saves the layout sketch in case of complex animation. Let us explain: the layout is drawn, then only the animation, not the entire page. This allows you to quickly roll out the layout of the customer and show it "alive". 3) Programming - and especially integration. Here the methodology of startups will help - we do MVP, model, show on it the approximate work of the system to the business customer - and after approval we already do it properly. 4) How to protect yourself from endless redesign? We work so: made - show the client - show protocol - work further. Protocols helmet mail / paper - here already look for yourself, the main thing that it will confirm this or that agreement and how they changed." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(135) "What to do when there are constant changes in the project and the methodology of execution (and payment!) is little like agile?" ["~PREVIEW_TEXT"]=> string(127) "What to do when there are constant changes in the project and the methodology of execution (and payment!) is little like agile?" ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(44) "60-agile-and-constant-changes-on-the-project" ["~CODE"]=> string(44) "60-agile-and-constant-changes-on-the-project" ["EXTERNAL_ID"]=> string(5) "16145" ["~EXTERNAL_ID"]=> string(5) "16145" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:21:09" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [27]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:23:00" ["~DATE_CREATE"]=> string(19) "06/04/2020 17:23:00" ["ID"]=> string(5) "16146" ["~ID"]=> string(5) "16146" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(36) "#63 The Black Metric Law (about KPI)" ["~NAME"]=> string(36) "#63 The Black Metric Law (about KPI)" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 17:23:00" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 17:23:00" ["DETAIL_PAGE_URL"]=> string(62) "/library/project-management/63-the-black-metric-law-about-kpi/" ["~DETAIL_PAGE_URL"]=> string(62) "/library/project-management/63-the-black-metric-law-about-kpi/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(984) "Back to the brain (thinking) device and how it relates to IT.
This time we will discuss the KPI: they all have them, whether by acts, bills or deadlines for the shipment of works.

The black law of metrics says (for mathematicians - picture below) that for any KPI system there will be such a strategy of behavior (employee) that the KPI in numbers will be executed, but the project (customer) itself will be in the ass (on the negative).

Examples? A manager gets a good commission by knocking out acts even when the work is not done 100% and then freezing customers. Or - making projects in the minus, but on time, because the commission is considered on the acts, not profitability.

However, there is a solution: constantly complicate the KPI. In the case of managers to add profitability, modifiers for customer care and other factors. The main thing is not to try it with negative motivation." ["~DETAIL_TEXT"]=> string(905) "Back to the brain (thinking) device and how it relates to IT. This time we will discuss the KPI: they all have them, whether by acts, bills or deadlines for the shipment of works. The black law of metrics says (for mathematicians - picture below) that for any KPI system there will be such a strategy of behavior (employee) that the KPI in numbers will be executed, but the project (customer) itself will be in the ass (on the negative). Examples? A manager gets a good commission by knocking out acts even when the work is not done 100% and then freezing customers. Or - making projects in the minus, but on time, because the commission is considered on the acts, not profitability. However, there is a solution: constantly complicate the KPI. In the case of managers to add profitability, modifiers for customer care and other factors. The main thing is not to try it with negative motivation." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(193) "Back to the brain (thinking) device and how it relates to IT.
This time we will discuss the KPI: they all have them, whether by acts, bills or deadlines for the shipment of works." ["~PREVIEW_TEXT"]=> string(180) "Back to the brain (thinking) device and how it relates to IT. This time we will discuss the KPI: they all have them, whether by acts, bills or deadlines for the shipment of works." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(33) "63-the-black-metric-law-about-kpi" ["~CODE"]=> string(33) "63-the-black-metric-law-about-kpi" ["EXTERNAL_ID"]=> string(5) "16146" ["~EXTERNAL_ID"]=> string(5) "16146" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:23:00" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [28]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:24:38" ["~DATE_CREATE"]=> string(19) "06/04/2020 17:24:38" ["ID"]=> string(5) "16147" ["~ID"]=> string(5) "16147" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(28) "69. Right checklist, part 1." ["~NAME"]=> string(28) "69. Right checklist, part 1." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 17:24:38" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 17:24:38" ["DETAIL_PAGE_URL"]=> string(54) "/library/project-management/69-right-checklist-part-1/" ["~DETAIL_PAGE_URL"]=> string(54) "/library/project-management/69-right-checklist-part-1/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1300) "To do everything according to the plan (see previous post), you need to clearly articulate the tasks, otherwise the brain starts slipping and jumping to another: at best to another checklist item, at worst - check your mail/instagram/scrast. Here we go.

1. Is the task formulated as an answer to the question: "What should I do?
Bad: "Documents", "Accounting", "Architecture", "Fwd: Fwd: Fwd: Fwd: Help, it's urgent!"
Okay: "Send Documents to Accounting," "Describe System Architecture on Wikipedia."
Tip: The brain always calculates the answer to the question "what do you need to do?" and you will save a lot of thought if you "cache" that answer in the task list once you calculate it.

2. Do you understand what the result of this task looks like?
Bad: "Examine the cause of server crash", "Analyze Wasi's code".
Okay: "Check the free space in /var/log", "Make a list of comments to Vasya code".
Tip: An unintelligible result of a task is a frequent cause of sneaking, imagine what you want to get at the end before moving on.

Two other equally important things - in the next post." ["~DETAIL_TEXT"]=> string(1099) "To do everything according to the plan (see previous post), you need to clearly articulate the tasks, otherwise the brain starts slipping and jumping to another: at best to another checklist item, at worst - check your mail/instagram/scrast. Here we go. 1. Is the task formulated as an answer to the question: "What should I do? Bad: "Documents", "Accounting", "Architecture", "Fwd: Fwd: Fwd: Fwd: Help, it's urgent!" Okay: "Send Documents to Accounting," "Describe System Architecture on Wikipedia." Tip: The brain always calculates the answer to the question "what do you need to do?" and you will save a lot of thought if you "cache" that answer in the task list once you calculate it. 2. Do you understand what the result of this task looks like? Bad: "Examine the cause of server crash", "Analyze Wasi's code". Okay: "Check the free space in /var/log", "Make a list of comments to Vasya code". Tip: An unintelligible result of a task is a frequent cause of sneaking, imagine what you want to get at the end before moving on. Two other equally important things - in the next post." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(261) "To do everything according to the plan (see previous post), you need to clearly articulate the tasks, otherwise the brain starts slipping and jumping to another: at best to another checklist item, at worst - check your mail/instagram/scrast. Here we go." ["~PREVIEW_TEXT"]=> string(253) "To do everything according to the plan (see previous post), you need to clearly articulate the tasks, otherwise the brain starts slipping and jumping to another: at best to another checklist item, at worst - check your mail/instagram/scrast. Here we go." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(25) "69-right-checklist-part-1" ["~CODE"]=> string(25) "69-right-checklist-part-1" ["EXTERNAL_ID"]=> string(5) "16147" ["~EXTERNAL_ID"]=> string(5) "16147" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:24:38" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [29]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:27:03" ["~DATE_CREATE"]=> string(19) "06/04/2020 17:27:03" ["ID"]=> string(5) "16148" ["~ID"]=> string(5) "16148" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(29) "#70. Right checklist, part 2." ["~NAME"]=> string(29) "#70. Right checklist, part 2." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 17:27:03" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 17:27:03" ["DETAIL_PAGE_URL"]=> string(54) "/library/project-management/70-right-checklist-part-2/" ["~DETAIL_PAGE_URL"]=> string(54) "/library/project-management/70-right-checklist-part-2/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1296) "Two more things that will help you set yourself and others tasks correctly.

3. Are you able to complete this task in 15-30 minutes with a relaxed brain?
Bad: "Read War and Peace," "Mortgage."
Okay: "Read Chapter 1, War and Peace," "Call the bank, ask for a contract."
Tip: Big tasks are almost never done in their entirety, so it is either impossible to predict the deadline, or more urgent cases appear, or distract (we are not robots).

Now about how sensibly the date of the task has been set:

4. If an execution date has been set, is it dictated by a real necessity?
Bad: the task was given a deadline, because otherwise you will never do it at all.
Good: Periodical tasks or tasks are linked to dates, the execution of which on other dates has inevitable negative consequences ("Make a loan payment", "Send weekly report", "Review task list").
Tip: The situation where a task requires a date to be assigned usually indicates an overall overload. In this case, you need to think about the shoving law: "When you try to shov the one that is not shoved in, it is shoved in earlier" and think about what is shoved in earlier?" ["~DETAIL_TEXT"]=> string(1140) "Two more things that will help you set yourself and others tasks correctly. 3. Are you able to complete this task in 15-30 minutes with a relaxed brain? Bad: "Read War and Peace," "Mortgage." Okay: "Read Chapter 1, War and Peace," "Call the bank, ask for a contract." Tip: Big tasks are almost never done in their entirety, so it is either impossible to predict the deadline, or more urgent cases appear, or distract (we are not robots). Now about how sensibly the date of the task has been set: 4. If an execution date has been set, is it dictated by a real necessity? Bad: the task was given a deadline, because otherwise you will never do it at all. Good: Periodical tasks or tasks are linked to dates, the execution of which on other dates has inevitable negative consequences ("Make a loan payment", "Send weekly report", "Review task list"). Tip: The situation where a task requires a date to be assigned usually indicates an overall overload. In this case, you need to think about the shoving law: "When you try to shov the one that is not shoved in, it is shoved in earlier" and think about what is shoved in earlier?" ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(75) "Two more things that will help you set yourself and others tasks correctly." ["~PREVIEW_TEXT"]=> string(75) "Two more things that will help you set yourself and others tasks correctly." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(25) "70-right-checklist-part-2" ["~CODE"]=> string(25) "70-right-checklist-part-2" ["EXTERNAL_ID"]=> string(5) "16148" ["~EXTERNAL_ID"]=> string(5) "16148" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:27:03" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [30]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:29:03" ["~DATE_CREATE"]=> string(19) "06/04/2020 17:29:03" ["ID"]=> string(5) "16149" ["~ID"]=> string(5) "16149" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(79) "#71. For leaders: how to become a multiarmed Shiva and keep up with everything?" ["~NAME"]=> string(79) "#71. For leaders: how to become a multiarmed Shiva and keep up with everything?" ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 17:29:03" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 17:29:03" ["DETAIL_PAGE_URL"]=> string(104) "/library/project-management/71-for-leaders-how-to-become-a-multiarmed-shiva-and-keep-up-with-everything/" ["~DETAIL_PAGE_URL"]=> string(104) "/library/project-management/71-for-leaders-how-to-become-a-multiarmed-shiva-and-keep-up-with-everything/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1789) "The instruction is especially useful for those managers who have recently become them: you have been promoted to department manager, team leader and so on. At first it seems that there are 10 times more tasks and nobody can do anything without you. That's how not to break up:

1 Delegating.
There are two types: "gave and forgotten" - for typical operations and responsible employees (20% of cases) and "gave, reminded, kicked, done" - for the rest 80% of cases.
It is very important to move from independent execution to control - this is the essence of delegation. Control is key, because without it there will be a feeling that no one can do anything, only I - Superman. You got it, 😊.

2 Amplification.
It's when you multiply yourself. If simple - hire an assistant (inexpensive but very helpful with routine) or raise a deputy. For many, it is already a good motivation to be appreciated and empowered, and not always to be overpaid.
Previously, when you were NOT in charge, you could not influence it. Now you can.

3 Working on yourself.
Even if you are the director and the owner, you have to pump yourself up all the time. Which gives:
- the opportunity to train your employees (and not just them, by the way). And the fact that you are a manager (no matter what level) - gives chances that you will be heard. And then the effectiveness of what you have learned will increase multiply.
- ability to optimize processes (now you, as a leader, can do it!).

Colleagues, tell us (link to comments at the bottom), what were your problems at the promotion/start of management and how did you solve them?" ["~DETAIL_TEXT"]=> string(1630) "The instruction is especially useful for those managers who have recently become them: you have been promoted to department manager, team leader and so on. At first it seems that there are 10 times more tasks and nobody can do anything without you. That's how not to break up: 1 Delegating. There are two types: "gave and forgotten" - for typical operations and responsible employees (20% of cases) and "gave, reminded, kicked, done" - for the rest 80% of cases. It is very important to move from independent execution to control - this is the essence of delegation. Control is key, because without it there will be a feeling that no one can do anything, only I - Superman. You got it, 😊. 2 Amplification. It's when you multiply yourself. If simple - hire an assistant (inexpensive but very helpful with routine) or raise a deputy. For many, it is already a good motivation to be appreciated and empowered, and not always to be overpaid. Previously, when you were NOT in charge, you could not influence it. Now you can. 3 Working on yourself. Even if you are the director and the owner, you have to pump yourself up all the time. Which gives: - the opportunity to train your employees (and not just them, by the way). And the fact that you are a manager (no matter what level) - gives chances that you will be heard. And then the effectiveness of what you have learned will increase multiply. - ability to optimize processes (now you, as a leader, can do it!). Colleagues, tell us (link to comments at the bottom), what were your problems at the promotion/start of management and how did you solve them?" ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(248) "The instruction is especially useful for those managers who have recently become them: you have been promoted to department manager, team leader and so on. At first it seems that there are 10 times more tasks and nobody can do anything without you." ["~PREVIEW_TEXT"]=> string(248) "The instruction is especially useful for those managers who have recently become them: you have been promoted to department manager, team leader and so on. At first it seems that there are 10 times more tasks and nobody can do anything without you." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(75) "71-for-leaders-how-to-become-a-multiarmed-shiva-and-keep-up-with-everything" ["~CODE"]=> string(75) "71-for-leaders-how-to-become-a-multiarmed-shiva-and-keep-up-with-everything" ["EXTERNAL_ID"]=> string(5) "16149" ["~EXTERNAL_ID"]=> string(5) "16149" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:29:03" } ["PROPERTIES"]=> array(1) { [" "]=> NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } [31]=> array(49) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:31:02" ["~DATE_CREATE"]=> string(19) "06/04/2020 17:31:02" ["ID"]=> string(5) "16150" ["~ID"]=> string(5) "16150" ["IBLOCK_ID"]=> string(2) "46" ["~IBLOCK_ID"]=> string(2) "46" ["IBLOCK_SECTION_ID"]=> string(4) "2435" ["~IBLOCK_SECTION_ID"]=> string(4) "2435" ["NAME"]=> string(50) "#73. Time management: Messengers, reading notices." ["~NAME"]=> string(50) "#73. Time management: Messengers, reading notices." ["ACTIVE_FROM"]=> NULL ["~ACTIVE_FROM"]=> NULL ["TIMESTAMP_X"]=> string(19) "06/04/2020 17:31:02" ["~TIMESTAMP_X"]=> string(19) "06/04/2020 17:31:02" ["DETAIL_PAGE_URL"]=> string(74) "/library/project-management/73-time-management-messengers-reading-notices/" ["~DETAIL_PAGE_URL"]=> string(74) "/library/project-management/73-time-management-messengers-reading-notices/" ["LIST_PAGE_URL"]=> string(17) "/library/library/" ["~LIST_PAGE_URL"]=> string(17) "/library/library/" ["DETAIL_TEXT"]=> string(1295) "Did you have such a thing that you saw a new message but did not open it just because the sender would know that you had read it? For some reason now it's considered that if you've looked through the message and didn't reply in 30 seconds, it's a direct insult and you have to call and specify what kind of nonsense.

Unfortunately, you can't explain to all people what's been viewed - it doesn't mean it's been read, it's been read - it doesn't mean it's been read, it doesn't mean it's been accepted for execution, it doesn't mean it's already been abandoned and that's what I'm doing right now.

On the other hand, very often for fear of "if I look, he will see it and think that ..." we often postpone reading the message and sometimes it is too late. Not only that, knowing that the sender will know that you have read the message triggers a time counter in your head that encourages you to reply as soon as possible, but as soon as possible is not always the best solution.

Solution: Disable reading reports. In WhatsApp/Viber, this is in the settings (privacy/confidentiality), but not in the cart (yet), although you can hide the time when you were online." ["~DETAIL_TEXT"]=> string(1171) "Did you have such a thing that you saw a new message but did not open it just because the sender would know that you had read it? For some reason now it's considered that if you've looked through the message and didn't reply in 30 seconds, it's a direct insult and you have to call and specify what kind of nonsense. Unfortunately, you can't explain to all people what's been viewed - it doesn't mean it's been read, it's been read - it doesn't mean it's been read, it doesn't mean it's been accepted for execution, it doesn't mean it's already been abandoned and that's what I'm doing right now. On the other hand, very often for fear of "if I look, he will see it and think that ..." we often postpone reading the message and sometimes it is too late. Not only that, knowing that the sender will know that you have read the message triggers a time counter in your head that encourages you to reply as soon as possible, but as soon as possible is not always the best solution. Solution: Disable reading reports. In WhatsApp/Viber, this is in the settings (privacy/confidentiality), but not in the cart (yet), although you can hide the time when you were online." ["DETAIL_TEXT_TYPE"]=> string(4) "text" ["~DETAIL_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_TEXT"]=> string(332) "Did you have such a thing that you saw a new message but did not open it just because the sender would know that you had read it? For some reason now it's considered that if you've looked through the message and didn't reply in 30 seconds, it's a direct insult and you have to call and specify what kind of nonsense." ["~PREVIEW_TEXT"]=> string(316) "Did you have such a thing that you saw a new message but did not open it just because the sender would know that you had read it? For some reason now it's considered that if you've looked through the message and didn't reply in 30 seconds, it's a direct insult and you have to call and specify what kind of nonsense." ["PREVIEW_TEXT_TYPE"]=> string(4) "text" ["~PREVIEW_TEXT_TYPE"]=> string(4) "text" ["PREVIEW_PICTURE"]=> NULL ["~PREVIEW_PICTURE"]=> NULL ["LANG_DIR"]=> string(1) "/" ["~LANG_DIR"]=> string(1) "/" ["CODE"]=> string(45) "73-time-management-messengers-reading-notices" ["~CODE"]=> string(45) "73-time-management-messengers-reading-notices" ["EXTERNAL_ID"]=> string(5) "16150" ["~EXTERNAL_ID"]=> string(5) "16150" ["IBLOCK_TYPE_ID"]=> string(4) "news" ["~IBLOCK_TYPE_ID"]=> string(4) "news" ["IBLOCK_CODE"]=> string(0) "" ["~IBLOCK_CODE"]=> string(0) "" ["IBLOCK_EXTERNAL_ID"]=> NULL ["~IBLOCK_EXTERNAL_ID"]=> NULL ["LID"]=> string(2) "en" ["~LID"]=> string(2) "en" ["EDIT_LINK"]=> NULL ["DELETE_LINK"]=> NULL ["DISPLAY_ACTIVE_FROM"]=> string(0) "" ["FIELDS"]=> array(1) { ["DATE_CREATE"]=> string(19) "06/04/2020 17:31:02" } ["PROPERTIES"]=> array(1) { [" "]=> &NULL } ["DISPLAY_PROPERTIES"]=> array(0) { } ["IPROPERTY_VALUES"]=> array(0) { } } } } } string(34) "---------------------------------2"
array(1) { [2435]=> array(6) { ["ID"]=> string(4) "2435" ["~ID"]=> string(4) "2435" ["NAME"]=> string(18) "Project Management" ["~NAME"]=> string(18) "Project Management" ["ACTIVE"]=> string(1) "Y" ["~ACTIVE"]=> string(1) "Y" }
}
string(40) "---------------------------------------3"
Project Management

#1. Which tenders to go to, which ones not? (Part I)

Look at the timing of the tender - if it is one week from the start to the end of the receipt of bids and the tender is not too long, it is a very bad sign. There are 2-3-4 weeks, or even more, for greater integration. A week means who has already done everything (perhaps not only the documentation, but the entire tender).

#2. Which tenders to go to, which ones not? (Part II)

Simple work. If the tender for 1-2 million for the site-card, will win its regional IE from one person for 100 thousand rubles (conditionally). If the work is simple - your competencies and built processes are not needed here, it will pull you down in terms of profitability.

#3. Production. How to optimize and how to measure.

First of all, you need to create a culture/organization of watch billing. For everyone and everything. So in Bitrix24 or any similar system you can get a report on costs in the context of anything.
Then - it is more complicated - you need to program the average cost of an hour of different people for different periods (+ taxes). In this case, the reports above will contain the actual costs - by manager, project, period, as you wish.

#7. How to avoid bad code from contractors

If you work with large projects, there is often a situation where you need additional resources and the company does not have them. It would seem that you can hire an external contractor, but since the project is complex and large, it is risky.

#9. How do you hand in hanging

Everyone has hanging projects - those that last for months or even years. It seems that everything is tested, but because of the age of years the TOR does not correspond to the models, the layout of the design, or just something new agreed (a year ago!). How to pass it?
In any case, it will be long and torturous, but there is a chance to spend less time and money: do grouping through the protocol.

#11. Analytics and requirements gathering. How much they cost and how to sell

Any large project must begin with the collection of requirements, if the customer has not performed the same procedures before you. It is important to distinguish this stage as a separate one (before the TOR) to control the deadlines. Add the word "analytics" to the word combination "requirements gathering": it means that business requirements should be analyzed by the forces of the techieur (or someone else) to formalize them.

#12. Rules.

All or almost all procedures in your company must be covered by regulations: in this case, it is clear in which cases you can punish the employee for the violation, and when you can not (without regulations, all this turns into self-centered).

#18. Fault-tolerant production. Part 1. Duplication.

When you go beyond a three-person mini studio, it's time to start thinking about duplication. And it's not about people anymore (you can't take and double your staff just to reduce risks), it's about functions.

#19. Fault-tolerant production part 2. Assistants

An assistant is an assistant to a top manager (for example, a technical director or ROP), who is not yet a full-fledged loan, but at the expense of routine operations unloads his manager, and at the same time duplicates part of his functions.

#26. Tasking system

In our opinion, Jira is more focused on development and programmers, it's more difficult to manage complex projects here. Bitrix24, on the contrary, has no connection with version control systems by default, but it has complex tasks, visualization of terms in Gantt and so on.
We believe that the most correct thing is not to adapt production for the system, but to improve it for yourself and in this respect Bitrix24 with its source code wins significantly.

#27. Task definition system 2: resource planning

The whole digital is a poorly predicted development. I will immediately agree that when there is a detailed TOR and we are at the programming stage, it is somehow easier: there is no waiting for the Customer, although there is an acceptance and potential loss of time.

#29. What's the point of a leave of absence for an executive?

Understand what processes don't work without you. Understand which processes need to be automated. Automation is achieved either by writing regulations, when some process is "backlash", or by a script that helps people not to forget (for example, about payment of the bill) or to control (for example, the expense of the project).

#44. Your manager promised us...

Very often we hear such words from our customer.
And it's good if the manager, who hasn't been working for six months, promised to replace the favikon for free, instead of completely changing the logic of the calculator and "we will change the design for you even after the development. Of course, it is possible, having taken a hard breath, to begin to carry out "agreements",
or with foam at the mouth to enter into a dispute with the client, losing their nerves and customer loyalty. How to make a straw in advance?

#45. Prototyping in Figma or how to speed up the design phase.

Each designer at the stage of transition of the project from analytics to drawing faces the fact that he needs to draw absolutely ALL elements and blocks according to the prototype prepared by the analyst, as the prototype is made in one program, and draws the designer in another. And it is also necessary to optimally arrange all the blocks: all this takes time.

#50. Summary of the meeting.

Often after a meeting with a client, it takes a lot of time to review the notes made during a discussion with the work team. Especially when there are technical experts in addition to the business customer and opinions on the project differ.

#53. How do you remember everything?

Every day, out of nowhere at work and outside of work, there are many tasks. For example, to call a client to ask a question, to come in after work in the studio to pick up clothes, to remind an accountant to make a bill on the right day, to write a report for the last week and 100500 small and large tasks. It is almost impossible to put such information in your head. And it is not necessary! I, for example, write such things in the usual Reminders on the iPhone. Of course, you can use any other software convenient for you, Google Calendar, Trello and others.

#55. Extended combustion pattern.

A project can be scheduled, but the timing of acceptance + bug fixes is more difficult to plan. Not to mention the additional requirements, some of which the contractor has to do within the framework of the main body of work. How can you plan deadlines, especially when they are required by your/other management?

#58. Backlogs and improvements from the customer - how to fight the infinite flow.

What is the problem with new wishes and corrections?
- You (and the team) work more (obviously) and spend more of your budget
- terms are increasing (although, in the client's opinion, they should remain the same - this is where expectations should be managed).
- breaking the stack principle: new cases seem more urgent. As a result, the team often runs to make new matches instead of finalizing the main task.

#63 The Black Metric Law (about KPI)

Back to the brain (thinking) device and how it relates to IT.
This time we will discuss the KPI: they all have them, whether by acts, bills or deadlines for the shipment of works.

69. Right checklist, part 1.

To do everything according to the plan (see previous post), you need to clearly articulate the tasks, otherwise the brain starts slipping and jumping to another: at best to another checklist item, at worst - check your mail/instagram/scrast. Here we go.

#73. Time management: Messengers, reading notices.

Did you have such a thing that you saw a new message but did not open it just because the sender would know that you had read it? For some reason now it's considered that if you've looked through the message and didn't reply in 30 seconds, it's a direct insult and you have to call and specify what kind of nonsense.


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