團隊願景_週一的願景，每日的成果，週五的遠端團隊管理反思
團隊願景
J.D. Meier has an amazing blog called
JD Meier擁有一個了不起的部落格，名為
Sources of Insight and he's written a fantastic book called
Sources of Insight ，他寫了一本很棒的書，名為
Getting Results the Agile Way. You can
《敏捷方法獲取結果》 。 您可以
buy his book on Amazon (it's free on Kindle Unlimited!). I put J.D. up there with David Allen and Stephen Covey except J.D. is undiscovered. For real. If you've seen
I've been a people manager as well as an IC (individual contributor) for a while now, and while I don't yet have the confidence to tell you I'm a good manager, I can
我已經擔任人事經理和IC(個人貢獻者)已有一段時間了，雖然我還沒有信心告訴你我是一個好的經理，但我可以告訴你我正在努力而且我對自己的努力進行了內省。
My small team applies J.D.'s technique of "Monday Vision, Daily Outcomes, Friday Reflection" to our own work. As he says, this is the heart of his results system.
我的小團隊將JD的“星期一願景，每日成果，星期五反思”技術運用到我們自己的工作中。 正如他所說，這是他成績體系的核心。
The way it works is, on Mondays, you figure out the 3 outcomes you want for the week. Each day you identify 3 outcomes you want to accomplish. On Friday, you reflect on 3 things going well and 3 things to improve. It’s that simple. - J.D. Meier
它的工作方式是，在星期一，您確定一週中想要的3個結果。 每天您都會確定要完成的3個結果。 在星期五，您將反思3件事進展順利，還有3件事需要改進。 就這麼簡單。 -JD Meier
We are a remote team and we are in three different time zones so the "morning standup" doesn't really work so well for us. We want a "scrum" style standup, but we're a team that lives in Email/Slack/Microsoft Teams/Skype.
我們是一個遠端團隊，我們位於三個不同的時區，因此“早晨站立”對我們來說並不是很好。 我們想要一個“ scrum”風格的站立，但是我們是一個居住在Email / Slack / Microsoft Teams / Skype中的團隊。
Here's how Monday Vision works for us as a team. We are transparent about what we're working on and we are honest about what works and when we stumble.
這是“週一願景”為我們團隊工作的方式。 我們對正在做的事情保持透明，對什麼可行以及何時跌倒感到誠實。
On Monday morning each of us emails the team with:
在星期一早上，我們每個人都向團隊傳送電子郵件：
- What we hope to accomplish this week. Usually 3-5 things. 我們希望本週完成什麼。 通常3-5件事。
- This isn't a complete list of everything on our minds. It's just enough to give context and a vector/direction. 這不是我們腦海中所有事物的完整清單。 僅給出上下文和向量/方向即可。
It's important that we are clear on what our goals are. What would it take for this week to be amazing? What kinds of things are standing in our way? As a manager I think my job is primarily as traffic cop and support. My job is to get stuff out of my team's way. That might be paperwork, other teams, technical stuff, whatever is keeping them out of their flow.
重要的是我們要清楚我們的目標是什麼。 這一週變得驚人，需要什麼？ 什麼樣的事情阻礙了我們的發展？ 作為經理，我認為我的工作主要是交通警察和支援。 我的工作是讓團隊擺脫困境。 可能是文書工作，其他團隊或技術性工作，無論是什麼使他們無法正常工作。
These emails might be as simple as this (~real) example from a team member.
這些電子郵件可能和團隊成員的這個(〜真實)示例一樣簡單。
Last Week:
上個星期：
DevIntersection Conference
DevIntersection會議
- Workshop and 2 sessions 工作坊和2節
- Got approval from Hunter for new JavaScript functionality 獲得了Hunter對新JavaScript功能的認可
This Week:
本星期：
- Trip Report, Expenses, and general administrivia from the event last week 上週活動的旅行報告，費用和一般行政管理
- Final planning for MVP Summit MVP峰會的最終計劃
- Spring Planning for ASP.NET Web Forms, IIS Express, EF4, WCF, and more 用於ASP.NET Web窗體，IIS Express，EF4，WCF等的Spring Planning
- Modern ASP.NET Web Forms research paper 現代ASP.NET Web窗體研究論文
- Thursday evening – presenting over Skype to the London.NET user-group “Introduction to Microservices in ASP.NET Core” 週四晚上–通過Skype向London.NET使用者組介紹“ ASP.NET Core中的微服務簡介”
Again, the lengths and amount of detail vary. Here's the challenge part though - and my team hasn't nailed this yet and that's mostly my fault - Friday Reflection. I have an appointment on my calendar for Friday at 4:30pm to Reflect. This is literally blocked out time to look back and ask these questions....
同樣，細節的長度和數量也有所不同。 這是挑戰的一部分-我的團隊還沒有確定，這主要是我的錯-Friday Reflection 。 我的日曆上有一個約會，週五星期五是4:30，以進行反思。 從字面上看，這使您無法回頭問這些問題。
On Friday evening on the way out, email the team with:
在週五的傍晚，給團隊傳送電子郵件至：
- What worked this week? Why didn't Project Foo get done? Was the problem technical? Logistical? Organizational? 這周什麼工作了？ 為什麼Project Foo沒有完成？ 問題是技術上的嗎？ 後勤？ 組織？
- Did you feel amazing about this week? Why? Why not? How can we make next week feel better? 您對本週感到驚訝嗎？ 為什麼？ 為什麼不？ 我們如何使下週感覺好些？
What do you do to kick off and close down your week?
您如何開始和結束一週的工作？
相關的JD Meier生產力閱讀 (Related J.D. Meier productivity reading)
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關於斯科特 (About Scott)
Scott Hanselman is a former professor, former Chief Architect in finance, now speaker, consultant, father, diabetic, and Microsoft employee. He is a failed stand-up comic, a cornrower, and a book author.
斯科特·漢塞爾曼(Scott Hanselman)是前教授，前金融首席架構師，現在是演講者，顧問，父親，糖尿病患者和Microsoft員工。 他是一位失敗的單口相聲漫畫家，一個玉米種植者和一本書的作者。
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