利用期望管理来处理销售策略。
期望管理和多位置项目。
定义:四象限期望管理。
注意这些包括与我们的期望管理象限相关的参数。
Note that these include the parameters associated with our expectation management quadrants.
期望管理也可以帮助您解决管理多位置交付团队的困难。
Expectation management can also help you meet the challenges of managing multi-site delivery teams.
期望管理可以帮助专业销售人员了解潜在客户的企业、关系和动机。
Expectation management can help sales professionals understand the organization, relationships, and motivations of a potential customer.
与软件项目管理不相关的业务交互也可能得益于期望管理,如我们将要在下面见到的。
Business interactions unrelated to software project management can also benefit from expectation management, as we shall see below.
客户期望管理、IT交付流程的效率、端到端可跟踪性测试和未来的重用也都存在问题。
Client expectation management, efficiency of the it delivery process, end-to-end traceability, testing, and future re-use are also problematic.
您可以通过使用期望管理来了解合同协商的强制、限制和弱点,这对成功的洽谈是重大的。
You can also use expectation management to understand the compulsions, constraints, and weaknesses of contract negotiators, which is vital to successful negotiations.
因此,人们不期望管理者去命令员工,而是期望他们能够通过达成共识来引导员工。
Managers are, therefore, expected not to command employees but to lead them by consensus.
您可以利用四象限期望管理有效地分析参与者对会议的期望,并利用该信息构建、推动并结束会议。
You can use four quadrant expectation management effectively to analyze participants' expectations for the meeting, and then use this information to structure, facilitate, and conclude the meeting.
注意,对于任何一个我们讨论的应用来说,如果适合,您可以将期望管理减少为一个快速非正式的分析。
Note that, for any of the applications we have discussed, you can reduce expectation management to a quick, informal analysis if appropriate.
下面是为期望管理设置RationalRequisitePro的步骤(假设您已经了解了工具的功能)。
Below are steps for setting up Rational RequisitePro for expectation management (assumes functional knowledge of the tool).
它从平台、主体和阶段化措施三个方面进行了详细说明,并尝试建设员工期望管理的体系化工作方法。
This study details the platform, course measures and the main responsibility, and tries to look forward to building staff management system and methods of work.
就工业化世界中的许多经济体而言,期望管理和控制日益增长的卫生保健费用对于继续保持偿付能力是十分重要的。
Managing expectations and containing spiralling health care costs is critical to the continuing solvency of many economies in the industrialized world.
既然我们已经解释了期望管理的基本好处以及期望模型的因素,那么让我们更近地了解一下四象限期望管理技术。
Now that we have explained the basic benefits of expectation management and the elements of an expectation model, let's look more closely at the four quadrant expectation management technique.
通过经常确认项目管理方向,包括业务用例、预算、进度和范围——包括详细的需求,期望管理可以为一个项目带来益处。
Expectation management can benefit a project by constantly validating its management directives, including the business case, budget, schedule, and scope — including detailed requirements.
让我们回到上面讨论的图1和图2的实例中去看看您如何在IBMRationalRequisitePro中获取到它并应用期望管理。
Let's return to the example we discussed above for Figures 1 and 2 to see how you can capture it on IBM Rational RequisitePro and apply expectation management.
这里,也存在一个与对任何大型或重要的组织计划相同的,对项目组合管理的引入的行为的期望。
Here, too, there is an expectation of behavior that is the same for portfolio management introduction; as for any large or important organizational initiative.
那么,例如,如果我们设想一个订单管理服务,我们也许期望看到列出“下订单”、“取消订单”和“更新订单”作为可用操作的结构规范。
So, for example if we consider an order management service we might expect to see a structural specification that lists "place order," "cancel order," and "update order," as available operations.
高级管理期望这些提高转化为整个IT和业务工作情况的改善。
Senior management expects those improvements to translate into overall IT and business performance improvements.
外籍雇员在诸如职业生涯规划、公司治理和管理期望上,比本地员工需要更大的透明性。
Foreign employees also want greater clarity than local ones about issues such as career paths, corporate governance, and the expectations of management.
回到那个理性管理期望的朴素时代不再可能——即使众心所向。
Returning to an austere age of wisely managed expectations is no longer possible - even if it was desirable.
然而,敏捷项目可能不需要或期望同等程度的过程控制和管理。
However, agile projects might not need or desire the same amount of process control and management.
这些客观的预测是管理用户期望,及能够精确地估算、请求,并防御额外的进度或资源所必要的。
It is these objective predictions that are essential in managing customer expectations, and in being able to estimate, request, and defend additional schedule or resources accurately.
因此,对敏捷经理的期望更为广泛深远,远远不止管理团队和交付项目。
Thus, the expectations from an Agile manager are much wider and far reaching than just managing a team and delivering a project.
关于关系管理,我们对应用有哪些期望?
What do we expect from the application in regards to relationship management? Well, I'd say we should reasonably be able to ...
将新系统迁移到服务:从管理期望到迁移数据。
Transition new systems into service: from managing expectations to migrating data.
坎贝尔和古尔德认为:“协同作用往往达不到管理者所期望的结果。”
Campbell and Goold say: "Synergy initiatives often fall short of management's expectations."
坎贝尔和古尔德认为:“协同作用往往达不到管理者所期望的结果。”
Campbell and Goold say: "Synergy initiatives often fall short of management's expectations."
应用推荐