﻿<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:trackback="http://madskills.com/public/xml/rss/module/trackback/" xmlns:wfw="http://wellformedweb.org/CommentAPI/" xmlns:slash="http://purl.org/rss/1.0/modules/slash/"><channel><title>博客园-Richie-随笔分类-项目管理 流程管理</title><link>http://www.cnblogs.com/RicCC/category/91544.html</link><description>Sometimes at night when I look up at the stars, and see the whole sky just laid out there, don't you think I ain't remembering it all. I still got dreams like anybody else, and ever so often, I am thinking about how things might of been. And then, all of a sudden, I'm forty, fifty, sixty years old, you know?</description><language>zh-cn</language><lastBuildDate>Mon, 19 May 2008 10:29:17 GMT</lastBuildDate><pubDate>Mon, 19 May 2008 10:29:17 GMT</pubDate><ttl>60</ttl><item><title>从才能三态论看绩效管理 Deming cycle/PDCA cycle</title><link>http://www.cnblogs.com/RicCC/archive/2008/02/20/performance-3-state-deming-cycle.html</link><dc:creator>RicCC</dc:creator><author>RicCC</author><pubDate>Tue, 19 Feb 2008 23:49:00 GMT</pubDate><guid>http://www.cnblogs.com/RicCC/archive/2008/02/20/performance-3-state-deming-cycle.html</guid><wfw:comment>http://www.cnblogs.com/RicCC/comments/1074289.html</wfw:comment><comments>http://www.cnblogs.com/RicCC/archive/2008/02/20/performance-3-state-deming-cycle.html#Feedback</comments><slash:comments>0</slash:comments><wfw:commentRss>http://www.cnblogs.com/RicCC/comments/commentRss/1074289.html</wfw:commentRss><trackback:ping>http://www.cnblogs.com/RicCC/services/trackbacks/1074289.html</trackback:ping><description><![CDATA[&nbsp;&nbsp;&nbsp;&nbsp; 摘要: 从才能三态论看绩效管理摘录（作者：辛纯礼.来源：人力资源&#183;HR经理人）人的才能在社会实践中可以分为三种存在形态：一是&#8220;持有态&#8221;，指人本身所具有的才能；二是&#8...&nbsp;&nbsp;<a href='http://www.cnblogs.com/RicCC/archive/2008/02/20/performance-3-state-deming-cycle.html'>阅读全文</a><img src ="http://www.cnblogs.com/RicCC/aggbug/1074289.html?type=1" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://RicCC.cnblogs.com/" target="_blank">RicCC</a> 2008-02-20 07:49 <a href="http://www.cnblogs.com/RicCC/archive/2008/02/20/performance-3-state-deming-cycle.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>复杂度 - 软件开发中最值得警惕的问题</title><link>http://www.cnblogs.com/RicCC/archive/2008/02/18/complexity-in-software-development.html</link><dc:creator>RicCC</dc:creator><author>RicCC</author><pubDate>Sun, 17 Feb 2008 17:38:00 GMT</pubDate><guid>http://www.cnblogs.com/RicCC/archive/2008/02/18/complexity-in-software-development.html</guid><wfw:comment>http://www.cnblogs.com/RicCC/comments/1071722.html</wfw:comment><comments>http://www.cnblogs.com/RicCC/archive/2008/02/18/complexity-in-software-development.html#Feedback</comments><slash:comments>17</slash:comments><wfw:commentRss>http://www.cnblogs.com/RicCC/comments/commentRss/1071722.html</wfw:commentRss><trackback:ping>http://www.cnblogs.com/RicCC/services/trackbacks/1071722.html</trackback:ping><description><![CDATA[&nbsp;&nbsp;&nbsp;&nbsp; 摘要: <br />画一个圆圈，圆圈里面的部分代表你已经掌握的知识，圆圈外面是你未知的领域，圆形的线条代表目前状态下，那些你已经认识到但还没有被掌握的区域。<br>结论是你掌握得越多，你所认识到未掌握的东西也越多。<br><br>如果把这个比喻用于软件开发过程，也是一个很有意思的现象:<br>这次圆圈里面的部分代表复杂度(且不管复杂度具体应当包括哪些，怎样衡量)，圆圈外面的部分代表风险，圆形的线条则代表项目过程中有可能遇到的风险。<br>结论是复杂度越高，项目的风险越大。&nbsp;&nbsp;<a href='http://www.cnblogs.com/RicCC/archive/2008/02/18/complexity-in-software-development.html'>阅读全文</a><img src ="http://www.cnblogs.com/RicCC/aggbug/1071722.html?type=1" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://RicCC.cnblogs.com/" target="_blank">RicCC</a> 2008-02-18 01:38 <a href="http://www.cnblogs.com/RicCC/archive/2008/02/18/complexity-in-software-development.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>IPD KPI随想</title><link>http://www.cnblogs.com/RicCC/archive/2007/04/23/IPD-KPI.html</link><dc:creator>RicCC</dc:creator><author>RicCC</author><pubDate>Mon, 23 Apr 2007 05:22:00 GMT</pubDate><guid>http://www.cnblogs.com/RicCC/archive/2007/04/23/IPD-KPI.html</guid><wfw:comment>http://www.cnblogs.com/RicCC/comments/723583.html</wfw:comment><comments>http://www.cnblogs.com/RicCC/archive/2007/04/23/IPD-KPI.html#Feedback</comments><slash:comments>2</slash:comments><wfw:commentRss>http://www.cnblogs.com/RicCC/comments/commentRss/723583.html</wfw:commentRss><trackback:ping>http://www.cnblogs.com/RicCC/services/trackbacks/723583.html</trackback:ping><description><![CDATA[&nbsp;&nbsp;&nbsp;&nbsp; 摘要:     IPD以收益贯穿产品研发过程，并以制度化的方式管理起来，给产品研发带来改善。其实CMMI模型、欧美企业的各种管理方式、理论等等，都是希望将那些看似不好控制的活动通过流程化、规范化、制度化的方式进行管理，提高过程的可控制性，并提取考核指标来衡量过程质量。<br>    完全寄托于制度、考核来解决所有问题，终归有它的极限，有些层面的问题是制度化的方式永远也无法解决的。运用文化等精神、思想层面的辅助，能带来额外的效果。<br>    企业的发展理念从产品，到服务，到文化，因此未来的企业竞争，应当就是企业文化的竞争。&nbsp;&nbsp;<a href='http://www.cnblogs.com/RicCC/archive/2007/04/23/IPD-KPI.html'>阅读全文</a><img src ="http://www.cnblogs.com/RicCC/aggbug/723583.html?type=1" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://RicCC.cnblogs.com/" target="_blank">RicCC</a> 2007-04-23 13:22 <a href="http://www.cnblogs.com/RicCC/archive/2007/04/23/IPD-KPI.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item></channel></rss>