Welcome back to Business English Pod for today’s lesson on conducting a scrum stand-up영어로 회의.
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 in프로젝트 관리. 이런 이유로, 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. 예를 들어, 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.
오늘 대화에서, 우리는 Jill을 듣습니다, 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. 과, as you’ll hear, Jill will help keep the team focused.
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?
오늘의 강의를 위해 Business English Pod에 다시 오신 것을 환영합니다 프로젝트 관리 회의를위한 영어. 이 수업에서, 클라이언트에 초기 테스트 빌드를 제공하는 방법을 살펴 보겠습니다..
마지막 수업에서, 분명한 기대치를 설정하는 것이 얼마나 중요한지 살펴 보았습니다. 프로젝트 시작 회의. 하지만 고객에게 업무 프로세스에 대해 아무리 잘 교육 했더라도, 초기 테스트 빌드를 제공 할 때 여전히해야 할 일이 있습니다.. 고객에게 넘겨주고 피드백을 기다릴 수는 없습니다.. 프로젝트 관리가 그렇게 간단하면 좋을 것입니다., 그러나 그것은 아닙니다. 초기 테스트 빌드 전달은 신중하게 처리해야합니다..
한가지, 고객의 기대치를 관리해야합니다.. 즉, 최종 제품을 제공하지 않는다는 사실을. 차라리, 당신은 그들에게 시도 할 무언가를주고 있습니다., 또는 테스트. 이런 식으로, 프로젝트 관리에는 협업이 포함됩니다., 또는 클라이언트와 협력. 이는 초기 테스트 빌드를 제공 할 때 강조하고 싶은 부분입니다..
협업은 테스트 과정에서 특히 중요합니다.. 그리고 고객을 위해 매우 신중하게 절차를 설명하는 것이 좋습니다.. 당신이하지 않으면, 그러면 장애물에 직면 할 가능성이 있습니다.. 테스트 빌드를 넘길 때, 고객의 요구 사항이 변경되었음을 발견 할 수도 있습니다.. 또는 그들이 새로운 것을 원한다고. 이 경우, 프로젝트 범위의 변경 사항을 명확하게 식별하는 것이 중요합니다.. 그리고 클라이언트가 범위 변경과 관련된 비용 초과가있을 수 있음을 이해하도록해야합니다..
오늘 대화에서, Martin을 듣겠습니다, OptiTech의 프로젝트 관리자. 그는 물류 회사의 새로운 소프트웨어 개발을 주도하고 있습니다.. Martin은 Zara와 원격 회의를하고 있습니다., 고객사 매니저, 리암, 그들의 IT 관리자. OptiTech의 초기 테스트 빌드에 대해 논의하고 있습니다..
1. 대화 시작, Martin은 초기 테스트 빌드를 볼 때 무엇에 집중하고 싶습니까??
2. Martin은 테스트 프로세스의 첫 번째 단계라고 말합니다.?
3. Martin은 Zara와 Liam의 "로드 텐더 링 도구?”??
Welcome back to Business English Pod for today’s lesson, which continues our look at a프로젝트 시작 회의.
Anyone who’s been involved withprojectsshould 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.
마지막 수업에서, we looked at some of the basics that you need to cover in your first project meeting. 오늘, we’ll look at some more ways of increasing your chances of avoiding problems and ensuring that a project runs smoothly. 많은 경우에, 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. 물론이야, 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. 예를 들어, you might need to ask the client for important information to get the project started.
오늘 대화에서, 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, 리암, 그들의 IT 관리자. In this part of the dialog, Martin and Jill are making sure Zara and Liam understand potential obstacles and the development process.
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?
Welcome back to Business English Pod for our new series on프로젝트 관리를위한 영어. 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. 한가지, you’ll need to meet with the client to make sure the ground rules of the project are clear. 그렇지 않으면, 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. 아무튼, 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. 물론이야, 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.
오늘 대화에서, 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, 리암, 그들의 IT 관리자. 함께, they are all trying to get the project off to a good start.
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?