Make Meaning in Your Company



Guy Kawasaki

Founder and Managing Director of Garage Technology Ventures. He is my idol. Recently, i tried to find something about him. I has found lots of video in STVP.

The first video in stvp, he told us that we should make meaning in our company. I think it's a very good thinking. I especially like what he said in the video.

If you setup to make meaning, you maybe can make money. But if you setup to make money, you may not make meaning, and even don't make meaning.


By this thinking, i think if we lose, we just wasted our resouces on making meaning.

So,my dear friends, if you want to start up a new biz. Try to think how to make meaning. Also, you can find some resouces from Standord stvp or search Guy Kawasaki.

Enjoy it.

Video Source:svtp
Guy Kawasaki Blog

線性規劃的高手



為什麼備料會來不及?可靠度實驗為什麼會失敗?為什麼這事情當初沒有考量進來?這些問句在這陣子不斷的出現在我的腦海裡,為什麼執行一個專案會有那麼多的變數?這麼多的變數,我要怎麼樣去掌控專案進度阿?

最近跟老闆談到這個感受時,老闆說”若專案沒有那麼多變數,那麼Project Manager只是Follower而已,Project Manager的價值就在於管理及掌控這些突如其來的變數”,我想想也是,就我目前認知LCD TV ODM廠的PM而言,每個專案(TV)的開發步驟其實差異不大,從可行性評估、EVT、DVT、PVT到MP,再依專案性質,換新Solution、換Panel等而有所修改,但大致的開發步驟是相似的,若少了這些變數,的確,專案就變得比較無趣一點,這樣一想,其實這些變數才是專案裡有趣且具挑戰性的事情,也讓我更能夠用正面的態度來面對這些變化。

而這也讓我連想到,其實執行專案就好像是在解N元方程式一樣,在Time to Market的要求下,最終的解答就是專案時程。當專案的複雜度隨著變數的增加而成長時,就是方程式從2元、3元變成n元的時候,而Project Manager就像是個在時程限制式、品質限制式、成本限制式三大限制之下,求出線性規劃最佳解的高手。

想想自已這陣子來執行專案的狀況,感覺就像是個生手、數學白癡,唉!希望不久後的自已能成為執行專案、線性規劃的高手!

LinkWithin

Related Posts Plugin for WordPress, Blogger...