August 2, 2011 at 15:13Problems of organizing the work process in the IT environment
For an IT company, as well as for any other, it is very important to organize the work process in such a way that the effect of the work of all team members is maximum. The specifics of these companies is that the team, as a rule, is small and mainly consists of young people, and often part of the staff works remotely.
The most common way is to create a team, and with it the team spirit and team following the strategic goals of the company.
But to declare this is one thing, but to realize it is completely different. As it turned out.
What problems did we personally encounter:
To our great shame, it was recently revealed that our staff answered the question: “Where do you work?” answer "In web studio." Despite the fact that the last six months the management has only said (apparently among themselves ...) that we should in no case be associated with design studios, we are a consulting company engaged in the development of web applications and e-commerce tools .
When working on a complex project, responsibility zones are periodically confused, and even more often are transferred to each other. The result of this is the clarification immediately before the dead-line that “there are no materials for filling yet”, “the design of pages X and Y is incomplete”, “the typesetter thought this was not a burning project”. And the more project participants, the more confusing.
From project to project, a situation arises when the same interface elements are executed differently by different designers in different ways: links with underlining or without underlining, headings - who is much worth it. The art director, of course, has his own vision, but each newly arrived designer strives to bring something of his own, with his own idea of the convenience of usability (and sometimes with a lack of representation - but that's another story).
Good intentions laid the road to ... But getting rid of them is not so simple. The most common situation: the project budget is limited and the designer is given a certain amount of time to make a good design. In the process, an idea is born! An idea that requires more time and creative effort. But good! Without it, the project already seems bland. And the whole group working on the project rushes to its implementation, working at a loss. We have this work on the portfolio called.
The motivation problems in our team are as follows - the performers are not awarded for the project, everything is organized on internal motivation and responsibility for their work. The truth is, one does not always have to rely on this internal responsibility, especially when the project is “not going”, and the fuse of all participants smoothly slips to nothing.
In general, setting up a work process competently sometimes turns out to be a rather difficult task, especially when all the efforts are thrown more into the search for orders than to the management. I would like to discuss how to make work in an IT company comfortable for both its employees and management.
The most common way is to create a team, and with it the team spirit and team following the strategic goals of the company.
But to declare this is one thing, but to realize it is completely different. As it turned out.
What problems did we personally encounter:
Misunderstanding: where are we actually going?
To our great shame, it was recently revealed that our staff answered the question: “Where do you work?” answer "In web studio." Despite the fact that the last six months the management has only said (apparently among themselves ...) that we should in no case be associated with design studios, we are a consulting company engaged in the development of web applications and e-commerce tools .
Work on the project: who is responsible for what?
When working on a complex project, responsibility zones are periodically confused, and even more often are transferred to each other. The result of this is the clarification immediately before the dead-line that “there are no materials for filling yet”, “the design of pages X and Y is incomplete”, “the typesetter thought this was not a burning project”. And the more project participants, the more confusing.
Lack of uniform corporate rules
From project to project, a situation arises when the same interface elements are executed differently by different designers in different ways: links with underlining or without underlining, headings - who is much worth it. The art director, of course, has his own vision, but each newly arrived designer strives to bring something of his own, with his own idea of the convenience of usability (and sometimes with a lack of representation - but that's another story).
Design time
Good intentions laid the road to ... But getting rid of them is not so simple. The most common situation: the project budget is limited and the designer is given a certain amount of time to make a good design. In the process, an idea is born! An idea that requires more time and creative effort. But good! Without it, the project already seems bland. And the whole group working on the project rushes to its implementation, working at a loss. We have this work on the portfolio called.
Motivation
The motivation problems in our team are as follows - the performers are not awarded for the project, everything is organized on internal motivation and responsibility for their work. The truth is, one does not always have to rely on this internal responsibility, especially when the project is “not going”, and the fuse of all participants smoothly slips to nothing.
In general, setting up a work process competently sometimes turns out to be a rather difficult task, especially when all the efforts are thrown more into the search for orders than to the management. I would like to discuss how to make work in an IT company comfortable for both its employees and management.