Paradigm Fakebook Entry II, Jigsaw Model. Totally Incomplete
I don't have a good name for this one.
Features:
Jigsaw Projects:
Each project is made up a many, many sub-projects, which can be handled by different people.
It is the project manager's job to designate what a piece is, and to make sure that the pieces fit together. Puzzles may have multiple levels -- what may be the puzzle for one project manager may be simply a piece for the one above him.
Also project manager's job is to make sure all the pieces are accounted for. This involves keeping track of all of them, although as stated before, designating an entire sub-puzzle as one piece, with it's own manager, is a fine tactic. If nobody steps up to do a particular piece, finding someone to do that piece becomes someone's job -- either by finding someone who's psyched, or by assignment.
When you sign on for a piece, you expect to do that piece. Being pushed into doing other pieces happens outside the system, for good or for ill. The success of the project as a whole is the boss's concern, not yours -- the success of your piece, as defined to you, is.
RESOURCE MANAGEMENT:
it doesn't hurt to ask for more resources, especially if you have a good case for needing them. Remember the adage, Good Cheap Fast: Choose Two?
Features:
Jigsaw Projects:
Each project is made up a many, many sub-projects, which can be handled by different people.
It is the project manager's job to designate what a piece is, and to make sure that the pieces fit together. Puzzles may have multiple levels -- what may be the puzzle for one project manager may be simply a piece for the one above him.
Also project manager's job is to make sure all the pieces are accounted for. This involves keeping track of all of them, although as stated before, designating an entire sub-puzzle as one piece, with it's own manager, is a fine tactic. If nobody steps up to do a particular piece, finding someone to do that piece becomes someone's job -- either by finding someone who's psyched, or by assignment.
When you sign on for a piece, you expect to do that piece. Being pushed into doing other pieces happens outside the system, for good or for ill. The success of the project as a whole is the boss's concern, not yours -- the success of your piece, as defined to you, is.
RESOURCE MANAGEMENT:
it doesn't hurt to ask for more resources, especially if you have a good case for needing them. Remember the adage, Good Cheap Fast: Choose Two?