远景(Vision),或译做愿景、远见,在90年代盛行一时。所谓远景,由组织内部的成员所制订,藉由团队讨论,获得组织一致的共识,形成大家愿意全力以赴的未来方向。所谓远景管理,就是结合个人价值观与组织目 的,透过开发远景、瞄准远景、落实远景的三部曲,建立团队,迈向组织成功,促使组织力量极大化发挥。
您需要计划、沟通和管理来实现到战略上的远景。
You need to plan, communicate, and manage to realize this strategic vision.
像PMBOK的项目管理标准慢慢地围绕着软件工程的增加的特性,并且调整它们的活动和规则来考虑迭代管理的远景。
Project management standards like PMBOK are slowly embracing the incremental nature of software engineering and adjust their activities and rules to account for a vision of iterative management.
应该给组织的管理层一个远景,其中应该包括构建强有力的软件开发能力。
There should be a vision at the organization's executive level that includes building strong software development capability.
So, here's the reading. So, for example today, there is a vision statement, administrative details and I'm going to get a little bit of teaching towards the end. And, if you wanted to, you could crack the book and look at chapter one.
这是阅读材料,例如说,今天,有一个远景说明,行政管理的细节,末尾的时候我会讲一些教学的内容,如果你们想要的话,你可以打开那本书,翻到第一章。
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