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Organization Design Patterns in .NET Creation Data Matrix in .NET Organization Design Patterns




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4. using barcode generator for .net framework control to generate, create data matrix image in .net framework applications. interleaved 25 Organization Design Patterns DAY CARE *. Alias: Progress Team / Training Team ... the project has just brought on several new people. Your experts are spending all Data Matrix barcode for .NET their time mentoring novices. You begin to hear things like We are wasting our experts, or A few experts could do the whole project faster.

Indeed, the experts are not proceeding at the rate you or they would expect, because training the new people is draining their energy, time and concentration. But the new people must be trained, by experts, of course. At the same time, you must make progress on the project itself.

Therefore: Put one expert in charge of all the novices, let the others develop the system. Separate an experts-only progress team from a training team under the tutelage of one or more mentors. Select the mentors for their ability to teach design and programming (object-oriented design and programming, for example) to novices.

Let the progress team design 85-95% of the system, let the training team focus on quality training,. Project Management Pattern Language delivering only 5-15% part of data matrix barcodes for .NET the system. Transfer people to the progress team as they become able to contribute meaningfully.

Make sure that the training team does not simply do training exercises, but actually contributes to the nal system in an ever-increasing way. If you have many people to train (more than, say, six), you will have to design a series of tasks for them to attempt. Otherwise you may give them a small, real part of the main system to design.

If the people in the training team are the ones who know the domain, you will have to make some further adjustment, or else the division may cause con ict.. The result is that most of th e experts can continue to make progress on the project. The novices contribute a small part of the project, that grows as they gain experience. In extreme cases, though, you eventually have too few people to constitute a progress team.

How many people can one mentor train, if training results and not running software are his/her deliverable A small, reasonable number is ve. I have heard of one person mentoring 15 people on ve concurrent mini-projects. Related patterns: This pattern is a cross-specialization of several given in this chapter: OWNER PER DELIVERABLE (10.

5.19), SOMEONE ALWAYS MAKES PROGRESS (4.1.

20), TEAM PER TASK (4.1.21), SACRIFICE ONE PERSON (4.

1.22). Principles involved: The principles are synergy vs.

distraction, the synergy of having a novice learn directly from an expert vs. the distraction to the expert. Experts having to answer novice questions are reduced to a fraction of their productivity, without particularly raising the productivity of the newcomers.

Adding one novice to an expert may cut the expert s productivity in half, adding two may cut it to a third, adding three may prevent all productivity altogether.. 4 . Organization Design Patterns Assume there are X experts wh Data Matrix ECC200 for .NET o work at productivity 1 each, a larger number of N novices who work at n productivity each, with n much smaller than 1, on the order of 1/10. If the experts could work together, they would have, in this simple model, a total productivity of (X) for the experts working together.

If one of them is sacri ced to train the novices, that person has zero productivity (except training novices), so the group s total productivity is (X-1) + N*n for Day Care (upper curve in gure 8.1). If they are all mixed together ( Even Mix ), m=N/X novices per expert, each expert s productivity falls from 1 to something like 1/(m+1).

The group s total productivity is now (X*X/ (N+1)) + N*n for Even Mix (lower curve in gure 8.1)..

Figure 8.1 shows the producti vity of DAY CARE (4.1.

23) versus EVEN MIX, novices assumed to work at 1/10th the productivity of the experts. This shows the total productivity for the team in units of experienced people s productivity. As the number of novices increases, the EVEN MIX line shows the effect of training them.

Let us check that the assumed productivity difference is not skewing the results. Figure 8.2 shows the ratio of DAY CARE (4.

1.23) to EVEN MIX, for different productivity assumptions. Note that with ve experts and ve novices, the ratio is actually just below one, meaning that the.

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