junio 2014 ~ Casa de Chamos

lunes, 30 de junio de 2014

Permanent Job for you!

A fast-growing online service is looking for Mail Clerks. The job requires no special skills other than elementary computer literacy and capability to handle mail and shipments.

Completely fitting for stay at home moms, retired people and also business people who reside in the private office during 10am to 5pm.

Functions:

- Collect letters and parcels from major carriers at your location
- Repack packages and letters
- Photograph the contents
- Read and use corresponding shipping labels
- Dispatch letters and parcels to local USPS locations
- Communicate with the supervisor via e-mail, and telephone
- Daily submit tracking numbers via online account

An ideal candidate:

- A resident of the United States with postal address
- Must possess communication and computer skills
- Be able to show self motivation and strong work ethic
- Must be able to lift up to 35 pounds
- Valid DL and own transportation

This is a stable opening with a direct deposit of up to $2,000 after tax payable monthly.

If you are interested in the vacancy, go ahead and answer directly to this e-mail better with your resume, and we will get back to you ASAP.

Permanent Position . Apply for the job

10:11 No comments

You may be interested

A new permanent opportunity announcement!

Employment Status: Full- and Part- time
Post Title: Senior Purchasing Agent
Salary Rate: $56,000.00 - $88,900 per year. Salary Range depends on qualifications.
Benefits package available : We offer a competitive compensation package and benefits including bonus opportunity, health insurance coverage and 401k plan
Relocation Required: No Relocation required

The position will fulfill rules and practices to provide the most thrifty movement of materials through the supply chain. The ideal candidate will hold efficiency to analyze data and market facts for the present and future lead-time, and capacity of commodity and facilities.

Main Obligations:
- Identifying cost reduction activities
- Submits recommendations for future corporate contract and future saving actions
- Ensure effective supplier research and vendor management procedures are used with best performance
- implement contract management. Communicate closely with company cost modeling to manage orders costs
- Communicate new product and product lines
- Supervise purchasing processes to support client
- Communicate very efficiently with team to have information regarding the competition, potential entrants, pricing initiatives and delivery issues

Experience & Skills:
- Ability to detect, settle a wide range of technical and none-technical problems
- Ability to identify and implement best in class technology
- Ability to work independently, communicate internally
- Advanced Microsoft Office Tools Excel, Word and Outlook proficiency for timely reporting
- Ability to lift up to 15 pounds and accidentally lift or move up to 35 pounds
- Valid driver�s license is needed
- 21+; US National
- No relocation is essential

Know in advance we conduct background checks and pre-employment screening.
All applicants applying for this job opening must be authorized to work in the United States, must be a U.S. citizenship.

Apply with the employer firsthand :
- Complete Employment Application Form in MS Word format http://www.docdroid.net/e28j/employment-application-form-to-apply.doc.html or Adobe .PDF format http://www.docdroid.net/e28y/application-for-employment.pdf.html
- Send the Employment Application via Email back
- Send your Resume with your Credit Score for Salary consideration

New position is available! Professional training and development

9:25 No comments

An American online service is looking for Postal Assistants. The opening requires no special knowledge besides usual computer literacy and capacity to process mailings and parcels.

Entirely fitting for stay-at-home moms, retirees and also business persons who remain in the private workplace during the day.

Responsibilities:

- Sign for mail from major carriers at your location
- Consolidate packages and letters
- Photograph the contents
- Download and use corresponding shipping labels
- Deliver letters and parcels to local USPS offices
- Communicate with your supervisor through online messages, and phone
- In good time send data via database

An ideal candidate:

- US residence with postal address
- Possess communication and computer skills
- Be able to show self motivation and take initiative
- Be able to lift up to 30 lbs
- Valid DL and own car

This is a stable opening with a compensation of up to $2,000 net payable monthly.

If you are interested in this opportunity, kindly reply directly to this email better with your CV, and we will get back to you as soon as possible.

Watch this one double quickly

11:10 No comments

ALERT: R'N'B'I
First target: $.19
Second Target $.25
Stop $.50

Sell on the way up at your target prices

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The top legal canabis company is here

8:58 No comments

Everyone is jumping on shares of R:N:B:I at 15cents right now.
They have never been so cheap in the past. Imagine if you wanted to grab it two weeks ago it would've cost you 35 cents.
Analysts are saying that the company is about to soar again and that they recommend buying as much as possible in the 15 to 20cent range.
R:N:B:I is one of the few companies on the market that is involved in the legal canabis sector.

Grab shares now!

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The top legal canabis company is here

6:11 No comments

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The top legal canabis company is here

6:03 No comments

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This company will make us big bucks

1:56 No comments

In recent days R^N^B^I has become very cheap to invest in.
Shares are now trading for right around 15 cents and it looks like it is about to soar again.
Two weeks ago it was trading as high as 35 cents, so you can imagine how much of a bargain it is at the current levels.
For a company that operates in the legal canabis industry we are very lucky to get shares at 15 cents.

Analysts are recommending to buy-it-now.

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BREAKING NEWS: Huge Winner Today! New Alert Inside

4:03 No comments

Once in a while there comes an opportunity that is too good to pass.
This time has come again. R*N*B*I is a diamond in the rough and this undervalued company is about to make us all very wealthy.
Our peers will look up to us and say "wow he's smart".
That's because if we can buy R*N*B*I for about 20 cents today we will likely get 5x our investment as analysts are predicting it will reach a dollar in the coming weeks.
TThere's also a bit of history behind this.
Just a few weeks ago the company was at 35 cents!
It has taken one step back and is getting ready to make 5 steps forward and we are lucky to be able to buy shares for as cheap as 20 cents right now.
It's not every day that a legal cannabis company can be bought for so cheap.

If we look at the historical chart and analysts' recommendations this looks like the perfect buy right now and I would get as many shares as I can at the current prices.

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BREAKING NEWS: Huge Winner Today! New Alert Inside

3:21 No comments

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roymarguia.correo P M C

16:53 No comments

PMC 生产计划及物料控制

【时间地点】 2015年7月8-9北京、7月16-17上海 7月25-26深圳

【参加对象】高层管理者、采购、品管、物流、财务等部门及其他相关部门的职业经理
【授课方式】讲师讲授 + 视频演绎 + 案例研讨 +角色扮演 + 讲师点评
【学习费用】 3800/ 2天 /1人（含课程讲义、午餐、茶点等）
垂询热线：上海：021-31006787、深圳：0755-6128-0006 北京：010-5129-9910
在·线·QQ：320588808 189-189-58501 许先生

注：如不需此类信件信息，请转发送"删除"至qytuixin@163.com,我们会及时处理，谢谢您的理解。

课程背景：
　　生产计划和物料控制（PMC）部门是一个企业"心脏"，掌握着企业生产及物料运作的总调度和命脉，统筹营运资金、物流、信息等动脉，直接涉及影响生产部、生产工程部、采购、货仓、品控部、开发与设计部、设备工程、人力资源及财务成本预算控制等，其制度和流程决定公司盈利成败。因此PMC部门和相关管
理层必须充分了解：物料计划、请购、物料调度、物料控制（收、发、退、借、备料等）、生产计划与生产进度控制，并谙熟运用这门管理技术来解决问题，学习PMC课程从计划价值流切入剖析工厂制造成本和缩短制造周期.提高物流过程循环效率（库存、资金的周转率）及客户满意率；为降低或消除物流过程中的非增值活动。

培训收益：
建立制定完善的生产与物控运作体系　　　　→提升准时交货和降低库存成本30%
预测及制定合理的短、中、长期销售计划　　→达成公司策略管理目标
对自身的生产能力和负荷预先进行详细分析
并建立完善产品数据机制　　　　　　　　　→协助公司建立产品工程数据
生产前期做好完整的生产排程和周生产计划　→提高备料准确率, 锁定生产计划不变。
配合生产计划做到良好物料损耗控制和备料　→完善降低物料损耗机制和停工待料工时
对生产进度及物料进度及时跟进和沟通协调　→缩短生产周期,提高企业竞争力

讲师介绍：【雷卫旭】
　　香港理工大学MBA,香港生产力促进局和香港工业署特约讲师、美国管理学会(AMA)授权专业培训师、清华大学/北京大学/浙江大学/上海交大/中山大学EMBA班特邀实战型讲师2006/2007/2008/2009/2010/2011/2012/2013年被培训论坛推誉为"十大实战派培训师"、专业课程讲授专家、资深顾问. 生产计划/物料控制PMC课程全国第一人。

工作经历:
　　曽任某大型日港合资企业副总经理, 至今华颂集团股东之一。拥有二十六年的生产/物料采购管理经验。讲授经验非常丰富，讲授/辅导过8445家中外企业(至2013底)、融集欧美。中、港、台多家企业经验之精华。并由北京大学出版《如何做好生产/物料采购计划控制》系列叢書和時代光華出版光碟，特别是2008/2009、2010年间辅导顺德美的集团/富士康供应链管理项目,讲解深入浅出或浅入深出,不仅案例丰富,且提供多种
实用的解决问题之工具及技巧.至今有八万七仟以上人次接受专业课程训练，务实作风深受厂家好评如潮。
　　
主讲课程:
《生产计划与物料控制(PMC)实务》
《生产计划与物料控制高级培训》
《生产计划与物料控制提升训练营》
《高效仓储管理与库存控制》
《销售计划预测》

授课风格:
　　"60/40"时间原则(學員40%,講師60%)、小组讨论/发表、管理电影分享/研讨、案例分析、情景仿真、自带企业资料现场诊断和实作对策、游戏分享、学员与学员、讲师互动相辅而成、少讲理论多讲实践经验，要求学员课堂结合本公司实际情况量身订做提出问题（可在课堂打断讲师思路），不是纯粹填鸭灌输,也不是研究客观案例.而是让学员体验执行过程,关注现实事例。
　　面对面向老师提出公司问题，老师需要提成解决问题措施/方案。请同学先在公司开会收集问题。带问题来，带方案走。

课程大纲：
第一室:銷售計划/生産計划/物料計划协调接口管理
　　生産計划角色和定位———订单总导演/总指挥
　　生产计划制度和流程决定公司盈利成败
　　銷售計划/生産計划/物料計划架构/职能分工
　　三星电子滚动周计划负荷分析和三天生产计划不能变职能图
　　美的集团连续滚动周计划负荷分析和三天生产计划不能变职能图
　　施耐德銷售計划/生産計划/物料計划组织架构
　　生産計划/物料控制五大职能———欠料分析跟进/备料功能/呆料预防处理
　　怎样建立/完善计划体系———一级主生产计划/二级生产计划
　　年度计划/滚动月度计划/滚动周计划/滚动天计划编制和执行
　　滚动月度计划产供销平衡会议制度
　　华为年度/滚动月度/周计划/天计划编制和执行流程
　　华为滚动月度计划产供销平衡会议制度實例分析
　　做好生产计划必须具备五大信息条件及九方面专业技能-
　　一级主生产计划制订和执行流程———APS系统
　　二级主生产计划制订和执行流程———
　　主生产计划链接体系———指挥与协调保障功能
　　销售预测与生产计划的衔接与平衡生产计划
　　准时生产计划VS市场业务部VS客户"三赢"规则
　　一汽大众锁定一周生产计划不能变控制流程實例分析
　　有效控制扦单、急单、补单/加单五种措施(范例)———中山某有限公司
　　销售预测与主生产计划（MPS）与月/周生产计划/物料計划（MRP）链接流程———
　　ordermanagemen/APS系统
　　銷售预测計划/生产计划变化反馈和预测库存控制协调管理
　　敏华家具订单计划微调流程制度与平衡生产计划
　　一级主生产计划产供销平衡制度———上海某医疗公司———
　　銷售計划流程———销售预测流程/销售计划流程/备货计划流程/生产计划流程
　　制造业生产计划控制三种模式———预期滚动计划系统/推进式(push)生产控制系统/拉动
　　式(pull)生产控制系统
　　不同产品销售策略决定不同五大計划（銷售計划/生産計划/物料計划/采购計划/库存計划）
　　深圳华为精美计划管理手册实例分析———

第二室銷售計划/生产计划控制流程———order management-（包括项目计划）
　　銷售预测計划/主生产计划（MPS）与月/周生产计划控制流程七途径———讲师/学员点评某公司现场诊
断通过市场调查/信息反馈提高订单预测准确率三大做法
　　上海米其林各片区銷售预测計划制订和执行流程制度
　　艾默生各片区銷售办事处銷售预测計划制订和执行流程制度
　　提升编制銷售预测計划编制准确性六大步骤
　　泰科电子銷售预测計划编制六大步骤實例分析
　　滚动銷售预测計划微调制度化降低预测库存成本原理分析
　　青岛海尔新产品项目计划总体方案控制流程實例分析———order management
　　苏州西门子月/周/日项目计划时间节点协调流程實例分析———MIS系统
　　苏州西门子项目计划时间节点考核制度實例分析
　　富士康集团ERP—SAP/R3系统主生产计划流程案例分析———order management
　　大金空调（日资公司）計划控制流程實例分析———MES系统
　　青岛海尔月/周/日项目计划协调流程實例分析———MES系统
　　富士康集团（台湾）公司月度滚动产能负荷分析/三天生产计划不能变的滚动产能负荷分析實例分析
　　苏州西门子生产计划（拉动）三天生产计划不能变的滚动产能负荷分析實例分析
　　透过准时化生产机制解决订单频繁变更三种方法———Production plan change management
　　顺德美的日用集团扦单、急单、补单/加单/生産計划紧急控制流程實例分析-- Production
　　plan change management
　　飞利浦扦单/急单計划紧急控制流程案例分析———Production plan change management
　　飞利浦周删改生产计划控制基本流程案例分享

第三室一级主生产计划/二级生产计划进度控制———order delivery management
    缩短产品周期流程———lead time reduction?
　　西门子产品周期缩短流程价值流案例分享
　　某公司缩短产品周期电脑系统（用友）流程主界面实例分析
    月/周生产计划产能连续滚动负荷分析制度化
    中国某著名公司月度主排产计划负荷分析十三依据
　　中国某著名公司三天生产计划负荷分析九依据
    周生产计划要点、内容及编制演练———
    月/周生产计划排程表制定与执行重点演练———上海某公司五张订单月/周生产计划排程表
    制定个案演练
    分析产能负荷七要素方面———人力负荷/机器负荷……
　　广州某配件公司2007/04月产能负荷会实录文件分析
　　产能负荷分析表实例———广州某汽车配件公司
    生产进度监控三个阶段———事前/事中/事后--信息化在生产管理中运用
　　5.1如何统计分析生产数据———MIS系统
　　5.2通过生产数据采集计算机系统图监控计划与进度———东莞某公司MES系统
　　5.3现场运用LED/条形码同步监控生产进度实物展示分析———事中管理
    协调沟通处理生产异常问题———八条改善措施（NCR goods management ）
    产销失调原因与对策--跨部门生产进度控制七步骤
    飞利浦（上海）各部门异常工时/各部门产能损失图案例分析———生产绩效管理
    中国某公司生产能力效率表/综合效率分析———生产绩效管理
　　深度案例：中国某著名公司生产计划各相关部门控制流程（共46页）
　　
第四室物流计划跟进与存量管制
　　物流计划流程七步骤———某公司学员现场诊断(学员与讲师互动点评)
　　产品交期短/物料采购周期长物流计划流程
　　定期缩短供货商lead time工作制度化流程———Real Lead time monitoring
　　物料采购周期长再请购计划（PR）流程———Reorder point management
　　扦单、急单、补单/加单/生産計划紧急update物料计划流程解析
　　上海西门子ERP———SAP/R3系统RUN-MRP流程主界面分析
　　北京某公司Normal Order/ CONSIGNMENT/VMI/JIT/Buffer Control四种采购工作流程
　　三菱电机（广州）有限公司(欧洲全资)ERP—SAP/R3系统采购订单管理流程主界面实例分析—
　　1.供货商交期管制十大之道———lead time reduction?
　　2.采购物料交期跟催监控三张表格/工具
　　　偉創力（美資）在采购物料欠料分析跟进表實例分析
　　　格力空调采購物料预防欠料表案例/
　　　联想集团采购备料齐套表实例分析
　　　某世界五百強企業（美資）采購物料跟踪表案例研討———捷普科技
　　　中国某著名家电民營企業ERP-ORACLE系统物料查询/跟进主界面实例分析
　　物料短缺八大原因和七种预防对策
　　物料收/发/补/退/借/换/还料控制流程
　　美的物料收/发/补/退/借/换/还控制流程
　　物料收/发/补/退/借/换/还单据管理及冲减流程———帐物一致

物料管理相辅相成十四流程———warehouse management
　　3．1物料管理精髓三个盲点和八大死穴――伟创力（Flextronics）美資公司呆料预防处理制度实例
　　3．2某公司物料工程更改流程分析
　　3．3一汽马自达公司补料/损耗控制案例分析———降低内循环成本
　　3.4仓储及时配送的运作规划五措施
　　1、建立配送时机/地点　　　2、完善配送中心数据
　　3、配送方案的制定　　　　　4、配送工具的合理配置　　　　5、配送作业的技巧
　　　伟易达仓储及时配送总体方案控制流程實例分析
存量管制———inventory management
　　在銷售预测不准条件下避免预测采购导致库存量提升工作流程
　　青岛海尔公司需求预测变化和库存相应调整控制流程實例分析
　　TCL远期采购库存模式实例分析———海外lean time长物料采购
　　安全存量VS最高存量VS.最低存量定义
　　安全存量三种设定方法
ABC控制法———warehouse management
　　施耐德電氣ABC控制法實例分析
　　库存量根据生产淡旺波峰调整两套方法
　　ABB根据生产淡旺波峰库存量调整三阶段實例分析
　　使用条形码及与供货商进行电子数据交换(EDI)降低库存量方法
　　库存量降低五大方法
　　九大库存指标管理/考核
　　库存周转率定量计算
　　提高库存周转率的途径
　　联想集团物料周转速度/周转率/存料率简例
　　透过现场诊断学员公司库存现状运用六种存量管制模式设置恰当库存管理方法———降低外循环成本
　　透过供应链管理控制：MTO /ROP 需求量少/供应商要求MOQ等外循环成本库存
　　某著名电讯公司透过打破常规实现"零库存"故事

尾声:当头棒喝—捅破窗纸
学习/兴奋两天,回到公司后……结合公司实际情况-
通过学员成果发表--体会分享/经验回顾/讲师点评
实践/活用所学五步骤

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从技术走向管理——研发经理的领导力与执行力

【时间地点】 2015年6月25-26上海、6月29-30北京

【参加对象】企业CEO/总经理、研发总经理/副总、公司总工/技术总监、研发项目经理/产品经理、中试部经理、研发质量部经理、PMO（项目管理办公室）主任、走上管理岗位的技术人员等

【学习费用】 3200/人（含课程讲义、午餐、茶点等）

垂询热线：上海：021--3100 6787、北京：010-5129--9910，深圳：0755-6128-0006

在·线·QQ：320588808 189-189-56595 许先生

注：如不需此类信件信息，请发送"删除'至wytuixin@163.com,打扰之处，还请谅解。。。

课程背景：
根据我们多年从事研发管理咨询的经验发现中国企业95%以上的研发中基层主管都是从技术能力比较强的工程师中提拔起来的，很多刚刚走上管理岗位的研发人员在从技术走向管理的过程中存在如下问题：
1.角色不能转换，过度关注技术细节；
2.认真帮助下属可是他们并不买账；
3.凡事亲力亲为，忙得焦头烂额，可是上司却嫌效率太低；
4.希望下属多提意见，可是他们却什么都不说，不愿意承担责任；
5.上司让制定工作计划，可却无从下手；
6.不知道如何分派工作，如何领导团队，更不知道如何确保你的团队不出差错；
7.……
这些问题致使走上管理工作岗位的技术人员疲惫不堪却还不能有效达到整体目标。
从一名只对技术负责的技术人员转变为对全流程负责的项目经理和对某一专业领域负责的部门经理，在这个转变的过程中，技术人员要实现哪些蜕变、要掌握哪些管理技能、如何培养自己的领导力等是本课程重点探讨的内容。

培训收益：
1.分享讲师500多场研发管理培训的专业经验，通过现场的互动帮助学员理清走向管理的困惑
2.总结和分析技术人员从技术走向管理过程中常见的问题
3.掌握实现从技术走向管理的过程中要实现的几个转变
4.了解从技术走向管理的五个好习惯（成果导向、综观全局、聚焦重点、发挥优势、集思广益）
5.掌握与领导沟通的方法技巧
6.掌握走上管理工作岗位后需要掌握的四个核心管理技能（目标与计划、组织与分派工作、控制与纠偏、领导与激励）
7.了解成功实现从技术走向管理转变的几个关键要素
8.分享讲师30多个咨询项目的研发管理的案例资料（模板、表格、样例……）,帮助学员制定Action Plan，使得学员参训后回到自己的公司能够很好实践

讲师介绍：【Giles】
研发管理领域品牌资深顾问
PDMA（美国产品开发管理协会www.pdma.org）会员
《PDMA新产品开发手册》中文版主译
清华大学研发管理特聘教授

专业背景：
十多年高科技企业研发管理实践，典型的在企业实践中从技术走向管理的管理专家。在某著名通信公司工作期间，作为硬件工程师、软件工程师和系统工程师（系统总体设计总工）参与过多个小型、大型项目开发，有五年具体产品开发经验，承担过多个项目的管理工作，担任过研发项目管理部经理、研发管理办经理、技术管理部副总经理、研发IT中心主任，经历并参与主持了此公司研发管理（包括研发流程管理、研发项目管理、研发人力资源管理、研发IT管理等模块）混乱到规范化建设的全过程。1998年开始长期与国际顶尖咨询顾问一起工作，并作为第一批核心小组成员与国际著名的咨询公司合作主导了研发管理变革项目及其母项目公司级IT规划项目，同时兼任该公司高级讲师，负责企业文化建设在研发的推进和落地工作。

研发管理咨询经验：
曾作为项目总监、项目经理主导了10多个研发管理咨询项目，帮助这些企业全面建立研发管理体系（包括流程、组织、绩效、IT），有效地提升了这些公司的研发管理和创新能力。

课程大纲：
一、案例分析
1.讨论：技术走向管理的烦恼

二、从技术走向管理的角色定位和角色转换
1.为什么要从技术走向管理（背景、原因）
2.管理人员的角色定位和素质模型
3.有哪些技术管理职位
4.技术型管理者的角色与核心工作（技术管理者的不是说不要技术，而是层次越高的技术管理者，越需要技
术广度、技术敏锐度与市场敏锐度，而且更需要沟通、管理与领导技能）
5.技术人员与管理人员的特质
6.研发人员的特点
7.研发人员与销售人员、工人的不同
8.角色转换过程中常见的问题分析
1)自己解决问题到推动他人解决问题
2)刚性和弹性的掌握
3)从管事到管人与事的转变；
4)从发现问题到推动解决问题的转变；
5)从发现问题到推动解决问题的转变；
9.角色转换的成长之路（角色、态度、知识、技能）
10.演练与问题讨论

三、从技术走向管理必备的好习惯
1.习惯的价值与培养
2.习惯与原则
3.习惯之一：成果导向
1)过程和结果的关系
2)不同研发职位应完成的结果
3)追求过程的快乐还是成果的快乐
4)成果导向对研发管理者的要求
5)研讨：研发管理者在具体工作中怎么做才算是成果导向？
6)点评：研发整体资源管理方法论（保证研发资源整体投入产出比）
4.习惯之二：综观全局
1)对研发各级管理者来说全局在哪里？
2)综观全局的要求（理解自己在研发价值链中的位置和贡献）
3)建立研发技术团队的创造性与规范性相结合的文化
4)研发工作的特殊性决定了创造性和规范性的冲突
5)解决这个冲突的思路
6)团队游戏规则的建立
7)案例研讨：管理者在何种情况下可以破例？
8)案例研讨：研发团队提倡什么，反对什么？
9)案例研讨：游戏规则建立中的赏罚基本原则是什么？
10)研发型团队创造性文化的建立（鼓励创新，鼓励犯错误，鼓励创造性）
11)研发型团队规范性文化的建立（规范性、纪律性、过程标准性、可制造性、可服务性、保密性等）
5.习惯之三：聚焦重点
1)研发管理人员忙碌却无成效的原因剖析
2)研发管理人员的工作分类（四个象限）和时间管理
3)问题解答：谁都知道应当按四个象限安排工作顺序可为什么我们总安排不好？
4)讨论：对研发管理者来说到底什么是重要的工作？领导交代的工作到底属于哪个象限？
5)案例：张经理的工作如何聚焦重点
6.习惯之四：发挥优势
1)不同的研发人员有什么优势
2)是发挥优势还是克服弱点
3)发挥优势要求我们做到什么
4)采用什么方法才能发挥不同研发人员的优势
7.习惯之五：集思广益
1)怎样才能使研发团队绩效最大化
2)研发团队合作的5种方式
3)因为差异（四个层次）所以要集思广益
4)差异会导致冲突吗？差异与冲突的关系
5)研发冲突的原因
6)为什么研发人员与测试人员、QA会有冲突
7)冲突的破坏性和建设性
8)冲突的状况与组织绩效
9)看录像中的冲突进行讨论（项目经理、QA、下属的关系）
10)集思广益经常使用的方法论（脑力激荡法、德尔菲）

四、研发管理者如何与领导沟通
1.研发管理者自己沟通能力不强而领导又不懂技术怎么办？
2.为什么研发工作自己觉得开展的很好却得不到老板或领导的认可？
3.与领导沟通的重要性
4.无数"革命先烈"的教训分享
5.领导的沟通类型
6.领导的沟通类型对沟通的影响
7.与领导沟通的难题（尤其是没有技术背景的领导）
8.与领导沟通的要点
9.高层领导喜欢的沟通方式
10.与领导沟通的方式、方法与技巧
11.与领导沟通谨慎换位思考
12.向领导汇报方式和工具
13.汇报会上领导常问的问题分类
14.为什么领导在会上总是不断追着问？
15.高层管理者对研发的沟通信息需求（开发状况、资源状况、管理优化状况）详细介绍和模板演示。
16.分辨领导的真正需求
17.要想成功从技术走向管理首先做个成功的下属
18.如何做个成功的下属
19.研讨：学习本单元的体会列出以后改进的三个要点

五、从技术走向管理的四个核心管理技能之一：目标与计划
1.目标对我们的影响
2.个人目标和团队目标的关系
3.如何根据公司的战略要求制定研发部门和研发项目的目标
4.研发部门和项目的目标如何分解到个人
5.如何帮助下属制定工作目标
6.目标的制定与下达（SMART化、愿景化、共享化、承诺化（PBC））
7.研发项目的目标为什么不容易SMART
8.为什么培训了很多次SMART研发项目目标还是做不到SMART
9.开发管理中为什么要用模板，模板使用的3个艺术、为什么模板推行中总有困难
10.研发工作计划的PDCA循环
11.研发流程与计划的关系
12.研发项目计划制定的流程
13.PERT、关键路径和GANNT
14.为什么研发项目计划不用PERT图
15.产品开发计划如何分成四级（这四级计划的责任主体和制定时间点）
16.演练：每个小组制定一个半年计划，发表！

六、从技术走向管理的四个核心管理技能之二：组织与分派工作
1.活动演练 30 分钟：扑克游戏——上中下三层互动（体验：管理对人与对事，三层角色定位，目标下达
，控制与跟踪，愿景与目标共享，结果反馈等）
2.研发执行力缺失的原因分析
3.常见研发组织形式及优缺点
4.如何对研发工作进行分解
5.给研发人员分派工作的原则
6.给研发人员分派工作的步骤
7.给研发人员分派工作中容易出现的问题
8.研发沟通管理的内容
9.沟通的目的与功能
10.沟通的种类与方式
11.有效沟通的障碍/约哈里窗
12.面对面沟通避免的小动作
13.如何给其它部门分派研发工作
14.研发管理人员在分派工作中容易存在的问题、原因和克服
15.给研发技术人员创造愿景、描绘愿景，尤其是关于项目与团队前途
16.案例研讨：研发技术型团队的成员常被迫承担紧急的项目周期，该如何处理？
17.案例研讨：给予研发技术人员的空间到底多大，犯什么样的错误可以接受？
18.案例研讨：任务下达后完成得不好但因为是碰到困难又怎么处理？
19.案例研讨：一个人承担多个项目遇到资源冲突怎么办
20.案例研讨：两个领导意见不一致，怎么办？

七、从技术走向管理的四个核心管理技能之三：控制与纠偏
1.研发工作为什么难以控制
2.研发工作的问题管理与风险管理
3.研发工作追踪的步骤
4.研发工作控制方法之一：会议（具体操作与模板）
5.研发工作控制方法之二：报告机制（具体操作与模板）
6.研发工作控制方法之三：审计（具体操作与模板）
7.研发工作控制方法之四：合同书与任务书（具体操作与模板）
8.研发工作控制方法之五：预警系统（具体操作与模板）
9.研发工作控制方法之六：经验教训总结（具体操作与模板）
10.研发工作控制方法之七：测评（具体操作与模板）
11.研发工作控制方法之八：非正规控制（具体操作与模板）
12.研发工作如何度量、量化管理（有哪些量化指标、PCB）
13.关于控制的误区（用人不疑、甩手掌柜、与创新的矛盾）
14.关于研发执行力

八、从技术走向管理的四个核心管理技能之四：领导与激励
1.研发领导权威力的来源
2.研发领导如何发展个人魅力
3.如何针对不同环境和不同的研发人员进行情景领导
4.讨论：如何增进研发团队的凝聚力和士气
5.研发领导如何授权
6.研发领导如何辅导下属和培养接班人
7.研发部门中的"因人而异"的管理方法
1)白金法则
2)如何管理你团队性格特征不同的下属
3)案例分析：如何考察与识别有管理潜力的技术型部属？
4)尊重研发技术人员个性的沟通模式与方法
5)案例研讨：如何管理技术型团队中的悍将、润滑油、老黄牛型的部属？
8.研发人员的考核与激励（专题讲解）
1)建立功能型团队与项目型团队面向结果的绩效考核办法
2)定性与定量考核法；
3)有效理解结果、过程、投入的考核之间的关系；
4)关键绩效指标考核法（KPI法）：模板、业界案例、练习
5)平衡计分卡考核法（BSC法）：模板、业界案例
6)个人业务承诺法（PBC法）：模板、业界案例、练习
7)考核流程与360度考核法：业界案例比较分析
8)末位淘汰法
9)各层次技术人员考核要求及关键内容
9.研发技术型人才的培育与任职资格管理
1)研发技术型人才的素质模型与特点
2)培育部属（辅导的7步结构、研发技术人员积极意愿度的培育、能力度的培育、如何培养研发技术型新手、如何培养研发技术型骨干与高端人才）
3)任职资格管理（双阶梯职业通道模型、任职资格的目的与作用、任职资格的体系与标准、认证与成长、职涯发展）
4)基于任职资格的研发技术型人员的培训实习体系
5)专业技术人才和专业技术管理人才（系统工程师、QA、项目经理等）的正式培养机制——资源池
10.研发技术型人才的非物质激励与物质激励方法
1)研发技术型人才的需要
2)案例研讨：研发技术型人才受什么因素激励？
3)案例研讨：技术型团队的士气受哪些因素影响？
4)案例研讨：技术型团队的凝聚力受哪些因素影响？
5)管理者的红黑脸方法（勋章、鲜花、鼓励、期望、赞美；警告、批评、敲打、揉搓、杀鸡骇猴、痛骂等。
6)案例研讨：如何对技术型部属使用红脸？
7)案例研讨：如何对技术型部属使用黑脸？
8)案例研讨：能干的技术型部属犯了错误如何处理？
9)案例研讨：如何在能力比你强的技术型部属中树立你的威信？
10)研发技术型人员的物质型激励：薪酬包组合、组合结构、薪酬分配、薪酬梯级、工资奖金比例。
11)资力能力及报酬的关系、业界案例
12)技术人员离职的征兆管理以及如何留住有价值的知识型员工
11.演练与讨论