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BEP 313 – Gestión de proyectos 4: Scrum Stand-up Meetings (1)

Inglés de negocios, Inglés para reuniones, Gestión de proyectos / Septiembre 30, 2017

Welcome back to Business English Pod for today’s lesson on conducting a scrum stand-up reunión en inglés.

Not everyone likes meetings, and for good reason. Many meetings are poorly organized and poorly run. But meetings are a necessary part of work and business, especially in gestión de proyectos. Por esta razón, it’s important that we find ways to have good meetings.

If you’ve worked in software development, especially agile environments, you’ll know about one excellent kind of meeting called a scrum or stand-up meeting. Scrum is an approach to software development that uses cross-functional teams. Each day, the team has a short stand-up meeting where people update others on progress, plans, and challenges.

Whether or not you work in software development, leading a scrum style meeting is a useful experience. You’ll have to do many things that apply to all good meetings. Por ejemplo, you’ll need to open the meeting and ask for updates. You may also find the chance to suggest collaboration between team members. And the person running the meeting is also responsible for putting aside, or sidebarring, issues that can be discussed after the meeting. These are all techniques that can help you in any kind of meeting, whether you work with scrum or not.

En el diálogo de hoy, escucharemos a Jill, a project manager and scrum master, leading a daily scrum meeting. We’ll also hear two team members, Katherine and Sam. Sam will be first to provide his updates. Y, as you’ll hear, Jill will help keep the team focused.

Preguntas de escucha

1. When she opens the meeting, what does Jill suggest they do to stay focused?
2. When Sam says what he is going to do today, what does Jill suggest?
3. What issue does Jill want to “sidebar,” or leave for after the meeting?

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BEP 308 – Inglés para gestión de proyectos 3: Prueba inicial de compilación

Inglés de negocios, Inglés para reuniones, Gestión de proyectos / Junio 10, 2017

Bienvenido de nuevo a Business English Pod para la lección de hoy sobre Inglés para reuniones de gestión de proyectos. En esta lección, vamos a considerar la entrega de una compilación de prueba inicial al cliente.

En nuestra última lección, Analizamos lo importante que es establecer expectativas claras con una buena reunión de inicio del proyecto. Pero no importa qué tan bien haya educado al cliente sobre su proceso de trabajo, todavía tiene trabajo por hacer cuando entregue una compilación de prueba inicial. No puede simplemente entregárselo al cliente y esperar sus comentarios. Sería bueno si la gestión de proyectos fuera así de simple, pero no lo es. La entrega de una versión de prueba inicial debe tratarse con cuidado.

Por una cosa, necesita gestionar las expectativas del cliente. Eso significa asegurarse de que comprendan que no está entregando un producto final.. Más bien, les estás dando algo para probar, o prueba. De este modo, la gestión de proyectos implica colaboración, o trabajando junto con un cliente. Y eso es algo que querrá enfatizar cuando entregue la compilación de prueba inicial.

La colaboración es especialmente importante durante el proceso de prueba. Y es una buena idea describir los procedimientos con mucho cuidado para el cliente.. Si no, entonces es probable que encuentre obstáculos. Cuando entregas una construcción de prueba, también puede descubrir que las necesidades del cliente han cambiado. O que quieren algo nuevo. En este caso, es importante identificar claramente un cambio en el alcance del proyecto. Y debe asegurarse de que el cliente comprenda que puede haber sobrecostos relacionados con un cambio de alcance..

En el diálogo de hoy, escucharemos a Martin, un director de proyectos con OptiTech. Ha estado liderando el desarrollo de nuevo software para una empresa de logística.. Martin tiene una teleconferencia con Zara, un gerente en la empresa cliente, y Liam, su gerente de TI. Están discutiendo la construcción de prueba inicial de OptiTech.

Preguntas de escucha

1. Al comienzo de la conversación, ¿En qué quiere centrarse Martin cuando miran la compilación de prueba inicial??
2. ¿Qué dice Martin que es el primer paso en el proceso de prueba??
3. ¿Cómo responde Martin a la solicitud de Zara y Liam de "cargar herramientas de licitación?"

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BEP 307 – Inglés para gestión de proyectos 2: Reunión inicial (2)

Inglés de negocios, Inglés para reuniones, Gestión de proyectos / Junio 3, 2017

Bienvenido de nuevo a Business English Pod para la lección de hoy, which continues our look at a reunión de inicio del proyecto.

Anyone who’s been involved with projects should know just how important it is to have good communication with a client. And good communication starts right at the beginning, at a project kickoff meeting. That’s when you’ll have the chance to make sure a client understands how you work and how the project should run.

En nuestra última lección, we looked at some of the basics that you need to cover in your first project meeting. Hoy, we’ll look at some more ways of increasing your chances of avoiding problems and ensuring that a project runs smoothly. En muchos casos, it can be a good idea to actually bring up potential obstacles in your meeting. If you see something that might impact the timeline or the budget, you can let the client know about it. And that might mean that you have to educate the client about your work process.

When you educate a client about your development process, you might find yourself using too much technical language. But if you want the client to really understand, you might have to rephrase that information in simpler terms. Por supuesto, you don’t want to focus too much on potential problems. And for that reason you should know how to redirect a discussion away from problems and toward other issues. Por ejemplo, you might need to ask the client for important information to get the project started.

En el diálogo de hoy, we’ll rejoin Martin and Jill. Their company, OptiTech, is starting a new project to develop software for a logistics company. Martin and Jill are kicking off the project by holding a teleconference with Zara, the manager of the client company, y Liam, su gerente de TI. In this part of the dialog, Martin and Jill are making sure Zara and Liam understand potential obstacles and the development process.

Preguntas de escucha

1. What does Martin say is the cause of some potential obstacles?
2. What is Jill’s simple explanation of a technical idea that Zara didn’t understand?
3. When Martin redirects the discussion away from obstacles, what does he say he wants to discuss?

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BEP 306 – Inglés para gestión de proyectos 1: Reunión inicial (1)

Inglés de negocios, Inglés para reuniones, Lecciones populares, Gestión de proyectos / Puede 27, 2017

Welcome back to Business English Pod for our new series on Inglés para la gestión de proyectos. For our first lesson we’re going to look at a kickoff meeting at the start of a project.

Whether or not you’re a project manager, you surely know that every project is a unique and complex process. Seeing a project through to completion, on time and within budget, takes a huge range of people skills and business know-how. And sometimes during a big project it might feel like everything is working against successful completion.

But there are ways to minimize some of these challenges. This is particularly true at the beginning of a project when it’s important to make sure you get off to a good start. Por una cosa, you’ll need to meet with the client to make sure the ground rules of the project are clear. De lo contrario, you’ll be dealing with confusion mid-project. Kicking off a project effectively also means outlining protocols, or important procedures, and explaining lines of communication. Después de todo, when a problem or challenge does arise, everyone should know exactly who to talk to and how to make the necessary changes.

The kickoff meeting is also a time for everyone to make their priorities clear. If you are the client and sticking to the timeline is more important than keeping to the budget, you should make that known right from the start. Por supuesto, there may be competing priorities. And as a project manager, you may have to manage client expectations carefully, which might involve setting some conditions when you agree to something.

En el diálogo de hoy, we’ll join Martin and Jill, who work for a software company called OptiTech. Their company is holding a teleconference to kick off a project to develop custom software for a logistics company that will help them manage and track shipments. Martin is the project manager, while Jill is the lead developer. On the call, we’ll also hear from Zara, a manager at the logistics company, y Liam, su gerente de TI. Juntos, they are all trying to get the project off to a good start.

Preguntas de escucha

1. How does Martin say that Jill should deal with technical issues?
2. What does Zara emphasize as her company’s priority in the project?
3. Near the end of the conversation, what condition does Martin attach to the successful management of the timeline?

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BEP 303 – Viaje de negocios 6: Discutir el cambio estratégico

Inglés de negocios, Inglés para reuniones, Inglés de gestión / Abril 8, 2017

Bienvenido de nuevo a Pod de inglés de negocios for today’s lesson on discussing strategic change.

The world of business and the economy are constantly changing. And businesses need to respond with their own changes, or risk getting left behind. But change can be difficult both for people and for organizations. As a leader of people in a changing organization, you might face resistance. So you need to be able to manage change well. And that often involves effective discussions with others in the company about strategic change.

Por supuesto, change is easier when the general feeling in a company is positive. And that’s why you might need to gauge morale when you’re talking with others. That will help you figure out how to manage the change. But managing change doesn’t mean promising that it will be easy. En lugar, you should carefully warn others about possible difficulties.

Another thing you should do is to be clear about messaging. Change is a lot easier if everyone has the same idea about what’s happening and why. It’s also a lot easier if you can show the benefits of the changes. And that’s why you should talk about change as an opportunity that can help the company, and its people. If you can successfully show people that change is an opportunity, then you should get a positive response when you ask people whether they’re committed to the changes at hand.

En el diálogo de hoy, we’ll hear Cam and David, who work for an American clothing company called Boston Vintage. David is the manager of the company’s Shanghai office. Cam is a production manager who is visiting China to meet with the company’s staff and look at new production facilities. In an earlier conversation, Cam told David that the company has made the strategic decision to focus on Southeast Asia rather than China.

Preguntas de escucha

1. How does Cam gauge morale, or ask about the overall feeling among staff?
2. What is the basic explanation for the change that Cam wants David to communicate?
3. According to Cam, why is this change an opportunity for David?

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