How to accelerate the implementation of projects and increase labor productivity? How to speed up a program How to speed up a program

When it comes to fulfilling desires, every person dreams that all his desires will be fulfilled as soon as possible, forgetting that even the Universe needs some time to take effect. What happens to a person during the waiting period?
  I want to tell you one story.

A woman turned to me for help. Once her business brought good income. But then, expanding her business, she began to work with a companion, and slowly problems began. She came to me when everything was already beginning to crumble. She did not hope that something could be saved, she just wanted to find out why it happened.
  After reviewing the situation and finding out all the reasons for the approaching collapse, I told her that the person with whom she is currently working does not suit her as a business partner for many reasons.

The fact is that in many countries, and even in our country, there is such a practice: they select employees specifically, having calculated and checked all the data of a person, create such a team that people work and there are no conflicts, that everyone is comfortable and the company, company was successful, not unprofitable. And everyone who wants to succeed knows: you should never hire a person who comes to you from a crashed company.

A friend of mine had a quite successful person. His business flourished. But at one not very beautiful moment, he hired the chief accountant from a bankrupt company. A year later, and his company went bankrupt, he had debts, and considerable. He does not believe in extrasensory perception, magic, and did not turn to anyone. And he could not restore former luxury. And interrupted from a penny to a penny.

I worked with this woman, and to consolidate the result, we performed a ritual with her. Having come to me in six months, she, laughing, told me about how all her friends reacted to the “Square of luck and happiness”.

She came to me when the company was on the verge of collapse, large debts appeared, and she could not finish repairs in her apartment. And when she hung up a “square” with drawings and all kinds of notes about well-being and fulfillment of desires, about the completion of repairs, prosperity in business and other things, some of her friends decided that everything was a difficult case, because of the collapse of the business she had problems with head. And one of her friends even wanted to remove this "disgrace".

But Larisa steadfastly endured all the ridicule and talk, her affairs improved. She broke up with her business partner, and did the repair, and corrected the business affairs and everything else that she wanted and what she was striving for, everything was fulfilled. She is happy, now her friends come and ask her how everything has changed so dramatically for her and how she was able to settle debts and settle matters in such a short period of time?

The answer is simple: a person believed in himself, in his own strength and realized that he deserves all the very best in this life. He believed that if you sincerely wish to be happy, then you will become one. He believed in miracles and learned to work miracles for himself.

And magic, and extrasensory perception, and bioenergy exist regardless of whether people believe in it or not. And if a person does not accept this Great Knowledge, this means that he still does not understand that the whole Universe lives according to the laws of the universe. And the adoption or non-adoption of these laws only further alienates a person from the truth of the laws of being. Man closes himself from wise knowledge. Maybe this is beneficial to someone, because it is easier to control and command people who are not thoughtful, who do not know much.

But a person who wants to become the master of his destiny knows what he needs. True knowledge, which opens up the possibilities of man and can work miracles, is not vicious.

Someone with the help of a cutter can make a work of art, and someone can kill a person, but this does not mean that it is necessary to prohibit the use of a cutter. A cook with a knife and fire will cook a wonderful dish, or you can burn a person on fire. Sometimes cruelty just happens because a person does not want to learn the truth, to be educated and to have his own personal opinion, without looking at anyone.

Live with God in your soul, do good, Love and value the world around you, be merciful, wise. Do not be hypocritical, be honest with yourself, and do not sweep away the knowledge of the ancients who can work miracles. And everything in your life will be wonderful and wonderful!

Therefore, first of all, learn to wait! After all, the ability to wait is the ability to trust yourself and to believe in yourself, to trust the Universe. Know how to see with your heart. When the heart is open, a person believes in miracles, a person sees miracles, a person works miracles.

Man creates events of his life by his choice, feelings, emotions, words, thoughts. Responsibly to yourself, your life. Always make the right choice, think carefully about your every decision, every decisive step. And remember that your choice and your decision can make significant changes in your life. Turn to specialists if you doubt the correctness of your choice, decision. But do not use the advice of strangers, especially those who in their lives cannot figure it out, but who nevertheless advises you to refuse to fulfill your plans only on the grounds that, de, they are not instantly fulfilled.

Learn to wait! Create your own destiny yourself, and do not let anyone invade your life without your desire and permission. You are a free man, and decide your own fate. Create for yourself a territory of happiness, love and success. Attract good luck, radiate joy and love into the world around you. And know, remember that thought has the energy of materialization. And if you sincerely and strongly want something - it will certainly come true. Because all the forces of the world around you will respond to your sincerity, and all your desires will be fulfilled and your life will be filled with joy, light and good.

Look at this world with love and a smile. Learn to enjoy the dawn of the sun, grass, moon, stars, rain ... and everything that surrounds you. Love this world, our beautiful planet, love yourself. Love yourself sincerely, and realize that you are worthy of all the blessings you desire for yourself. As soon as you change, your attitude towards yourself will begin and your life will change. You will be surrounded by the energy of love, joy and prosperity.

Therefore, if you do not live the way you would like it to, pay attention to your thoughts and what and how you say it. With the help of thoughts and words, we create for ourselves the life that we have. Because everything we say creates our reality. We live and act, build our life according to our beliefs. And beliefs are created according to our thoughts and words. And this means that with the help of our thoughts, words (beliefs) we can create for ourselves the reality that we wish.

It turns out that the process of building fate happens spontaneously in our lives. We imagined something, often unconsciously, and pulled certain situations to ourselves. But if you take control of this process and change many of our imaginary situations to more favorable ones? Then we will attract events to ourselves as we wish. And this means that the conditions of our life will also change. We can be happier.

So let's build a prosperous life for ourselves. Let's create a favorable fate for ourselves. The verbal codes of a positive orientation, repeated by you constantly, create the prerequisites for changes in your life, yourself.

I always have time for productive relaxation.
  I always have enough reliable and up-to-date information to make the right decisions.

My work is a wonderful, but not the only financial support channel.
  I constantly improve my knowledge. I have many opportunities for this.
  The universe is rich in knowledge and wisdom. She generously opens for me everything that I need.

I respect the spiritual experiences of others.
  I love myself. I heal myself at all levels of my being.
  There is always room for positive change in my life.

The Light of Truth fills and enlightens me.
  My life is blooming every day.

A month has already passed, two or even six months from the moment you register for   or other website for earning on the Internet on clicks , and the amount earned on the counter in your account is quite modest. Why? After all, more than once you had to read quite different on the same Internet - “A dollar or two dollars an hour without much effort!”.

Practice shows that this is not as promised by the majority of "tout" with a request to become their referral. After you become a referral, usually follows trivial help or instructions from your referrer - you need to complete tasks faster and take those that are more expensive. This is where it all ends. And then you are left to your own devices.

Let's analyze the proposed recommendations, it would seem "iron" and undeniable. What does it mean to complete tasks faster? The vast majority of authors of assignments for earnings on clicks require to withstand time on navigation through the pages of the author’s site and advertising (as a rule, this is an advertisement from Google and much less now from Yandex or other advertisers) a certain time. If the contractor (you read) does not fulfill this requirement, the author of the task sends it back for revision. In this case, an icon with a reddish arrow appears on the main page of your account under the main menu (on the left this icon will be the second in a row).

You, as a performer, have a reaction to such a notification - irritation and an irresistible desire to write something sharp on the "wall" to the author of the task. And in vain, because poor-quality execution of the task leads to the fact that the author of the task does not receive remuneration from the advertiser and, of course, he has an absolute argument to refuse to pay you. This must be clearly understood and accepted as an axiom. Only quality and once again the quality of the tasks. But how to speed up the tasks and earn more?

Efficient use of intervals can help here while waiting for transitions to take place on the pages of the site of the author or advertiser of one task for parallel transitions in another task. Of course, in this case, it’s necessary to overexpose some transitions, both in one and in the other task, since it is not always possible to manage to complete the transition in the task in a strictly specified interval, but this, ultimately, in total will still take less time, than doing two tasks in a row.

And besides, if the execution time of the task slightly exceeds that required by the author, then this is only a plus to the performer. In order to know that the transition time in one task has ended, it is necessary to use stopwatch programs, which are numerous in the depths of the Internet.

You can, for example, in the browser in two tabs, start these stopwatch, configured for a certain period of time, after which a signal will sound about its end. Thus, you can withstand the required interval, switch to another task and at the same time complete two tasks qualitatively and, of course, earn more.

How to speed up the loading of programs?

The answer of the master:

The Windows operating system is a very complex multidisciplinary program. It so happens that downloading the necessary programs can take a very long time. What can be done to speed up this process?

First, defragment your hard drive. OS performance is reduced due to changes in different files. Files often break up into separate parts, and focus in a continuous area. Open the Start menu, follow the link “All Programs”. Look for the "Standard" tab, and then the "Service" tab - here is the link "Disk Defragmenter". You must defragment your Windows operating system regularly.

Secondly, determine those programs that run at the same time as Windows, you need to cancel the simultaneous launch of programs that are not needed at a given time. Check tabs such as Startup. Open the Start menu, then Run, then in the new window, enter msconfig. You will see a list of programs that start with Windows at the same time.

Thirdly, make the process of loading the OS optimal. You need to check the installed antivirus - maybe this program does a scan of system files and slows down the system boot. It is necessary to prohibit continuous scanning, and install the antivirus on a regular inclusion. Thus, you can speed up the loading of the Windows operating system and create opportunities for faster execution of other operations.

In the event that when the computer starts testing the system, parameters are updated - you need to prohibit this check for it. Open the Start menu, then click on the Settings option and on the Control Panel link. Click on the “System” tab, look for “Performance”, then the “File System” tab. Find the tab "Floppy disks", delete the checkmark next to the line "Determine if the drive is connected." Click on the "Apply" option and do not forget that you need to restart the PC.

Check your network settings regularly. The problem that appears most often is the lack of matching settings. A computer cannot boot if it is in the process of waiting for a server response. You must disable protocol binding on your network card. Use the “Control Panel” line, and look for the “Network” link, then the name of the network card and click on the “Delete” option. Keep in mind that for starters, you need to consult a network administrator, and then make changes to the network settings of the PC. Change BIOS settings if you already have the necessary knowledge. Regularly check the settings on which the execution acceleration most often depends.

You can speed up the boot process by excluding the OS’s preliminary use of the floppy disk. By selecting drive C as such an element, you prevent the virus from infecting the system from a diskette.

This is a very simple question, but unfortunately I am stuck and do not know what to do. My program is a simple program that continues to accept 3 numbers and displays the largest of 3. The program continues to work until the user enters a character.

As the title says, my question is how can I do this faster (there will be a large amount of input). Any help, which may include using a different algorithm or using various functions or changing the whole code, is accepted.

I am not very good with C ++ Standard and therefore I don’t know about all the different functions available in different libraries, so please explain your reasons, and if you are too busy, try and give a link,

Here is my code

   #include   int main () (int a, b, c; while (scanf ("% d% d% d", & a, & b, & c)) (if (a\u003e \u003d b && a\u003e \u003d c) printf ("% d \\ n ", a); else if (b\u003e \u003d a && b\u003e \u003d c) printf ("% d \\ n ", b); else printf ("% d \\ n ", c);) return 0;)

It works very simply. The while loop will continue to run until the user enters a character. As I explained earlier, the program takes 3 numbers and displays the largest. There is no other part of this code, that’s all. I tried to explain it as much as I can. If you need anything else on my part, ask (I will try as much as possible).

I am going on an Internet platform using CPP 4.9.2 (What it says)

Any help would be greatly appreciated. thanks in advance

EDIT

The input is by a computer, so there is no input delay.

In addition, I will accept answers in c and C ++.

UPDATE

I would also like to ask if there are any general library functions or algorithms or any other advice (some things that we should do and what we should not do) to speed up execution (not only for this code, but in mostly). Any help would be greatly appreciated. (and it’s a pity that he asked such an uncomfortable question without specifying any reference materials)

When developing a new product and putting it on the market, efficiency and time are crucial. This requires a project management system that takes into account uncertainty and encourages employees to work quickly and efficiently without monetary incentives. This approach was used in one company and, due to its unusual character, attracted the attention of experts who studied it 1. What is the essence of the approach, its results and potential for accelerating the implementation of projects in various conditions?

The company is engaged in equipment for the production of industrial and residential windows, doors and has two business units. In one of them skylights with integrated technologies for the use of solar energy are produced. The manufacture and installation of a typical skylight design takes place on a modular platform consisting of many elements, such as solar thermal applications, automatic closing mechanisms and ventilation devices. In addition, the company's products must comply with more stringent rules on the use of energy, this is important for customers who want to receive subsidies for energy conservation.

To maintain market share, the company periodically develops new models and products that are presented at annual exhibitions. Therefore, the company's portfolio has many orders for the implementation of projects. So, for example, in the business unit for solar technology, 25 design engineers of the New Product Development (NPD) department work on average on 20 projects in parallel, while several more projects are waiting in line. In this situation, problems began to arise during the implementation of projects. Therefore, the company decided to review the existing project management system.

Changed the approach to the project

Project management and the sequence of their implementation are based on the monthly determination of the priority of a new product. For this purpose, a management committee was created in the company from the heads of the business unit and other departments, namely NPD, procurement, production and product management.

The standard process for developing new products begins with a thorough study of customer needs and their survey. After developing a business plan and a detailed specification of the project, a weekly schedule for its implementation is compiled in the form of a control chart. It links the overall project plan with individual activities for its implementation and a report on the status of the project. Despite the fact that the schedule was presented to the public in the conference room, the engineers were not responsible for the accuracy of the data, so they did not reflect the real situation in the project and the control chart was not actually used. Project managers learned the state of affairs directly from the engineers, so there was no need to update the data in the diagram. At the same time, in the course of project implementation, problems often arose that were discovered late, resolved long enough, and the project schedule was disrupted.

For a long time, the company's management tried to find a way out of this situation, studying various approaches to project management. Finally a solution was found.

The control chart was passed to the design bureaus, adding the main tasks of the engineer for every day. To control their implementation, two cards were introduced reflecting the current state of the project. A green card means that all tasks are on schedule, a red one means a possible delay due to a problem. At the same time, engineers had to raise a red card as a flag to warn management and colleagues about the problem.

Nevertheless, the concept of a red card initially aroused mistrust and fear among the engineers, they were afraid that they would be criticized for incompetence and felt uncomfortable. In addition, a red card in football signals the expulsion of a player from the field, so such a card in the company did not cause a positive reaction among the project executors. To create a comfortable environment for working with cards, the head of the NPD department promised the following:

    do not criticize or blame those who raise the red card;

    provide them with assistance in solving the problem of any leader within 30 minutes.

If a solution is not immediately found, a target group will be created, a “red card team” of selected specialists from all relevant technological and functional areas to search for a solution.

In fact, the centralized project management system at the company level was transferred to the NPD department level and a red card process was built into it, which means mutual assistance in the implementation of projects.

Project Performance Indicators Improved

The first red card appeared when the drawing of the window profile was delayed. Working alone, the project engineer was unable to design the product, and the team created found a way to resolve the problem, and the project was completed on schedule. Soon, the innovation was taken as a normal process, and 30 cards were used during the first ten months. Subsequently, the rate of their appearance was reduced by about half.

What is the meaning of the innovation?

Red cards are a visual management tool. But when they are also supported by the assistance process, as part of the project management system, they allow you to quickly identify and solve problems. Now even a suspicion of a possible problem immediately leads to raising a red card. At first glance, the changes were relatively simple, did not require new information or a new planning method. Nevertheless, this was enough to affect productivity and improve project performance indicators (see table).

Project Performance Indicators Improved

In addition, as a result of these changes, longer-term project planning has become more realistic. At the same time, planned projects that do not require urgent implementation and are accounted for as “reserve work” were also completed on time and were not postponed as before. Design engineers explained such progress as follows: earlier they solved problems on their own and laid a certain reserve (buffer) of time on this plan. Now this does not need to be done, because they are trying to avoid problems, pre-warn their occurrence, so they are solved faster and with less cost.

Solving problems in a team of specialists of various profiles had a number of other positive consequences, namely, it led to:

    reduce costs for the development and implementation of engineering projects, including their completion;

    reducing the duration of the project, the schedule for its implementation;

    increase the efficiency of finding solutions.

Shorter project lead times were made possible thanks to increased productivity and experience, which, in turn, made it possible to provide assistance at a higher level. The team’s potential for resolving problematic issues gradually increased, and along with this, the throughput of the project business unit increased. Over time, the amount of time needed to resolve issues on the red card also decreased (see. Fig.).

Note that the system with red cards is designed to solve not operational problems, but new, previously unknown problems, the results of which are still unclear and have yet to be obtained. Such problems are considered complex because they arise due to the many different relationships between several product components or tasks. Therefore, the successful process of solving them depends on flexible joint work, sometimes requiring solutions and fundamental problems.

Mutual Assistance Factors and Its Effects

What attracted the attention of experts in this management innovation? First of all, the fact that the creation of conditions to assist in the process of solving problems was sufficient to increase labor productivity and the effectiveness of project implementation without introducing monetary or other formal incentives. This prompted experts to study how this is possible.

Initially, experts evaluated the dynamics of using red cards and how the behavior of the participants in the project work changed. Then, factors contributing to the adoption of the new process and its consequences were identified. The results of innovation are manifested, as a rule, in many areas and multifaceted. Such changes and effects, as well as the relationship between them and their causes, must be studied in order to objectively evaluate the innovation and understand the mechanism of its action.

Studying the process of project implementation for three years, experts visited the business unit, conducted telephone and video conferences. In addition, they interviewed key individuals, including the CEO, NPD department head, six project managers, nine project engineers and design engineers in groups of two or three people with the same experience in the company without presence superiors to get unbiased answers and opinions. They even interviewed 11 functional managers. Based on the material received, they described the management actions, motives and behavior of the project participants, as well as project performance indicators. And so it turned out.

At the initial stage, it became clear to management that red cards are not a tool for assessing people, but for identifying resource requirements for carrying out project work. Over time, engineers began to perceive cards not as a threat, but as a source of help. According to one of the leaders, now it has become easier, because everyone works together and helps each other.

Finally, after the initial active use of red cards, this process leveled off at 1.5 cards per month. What happened over time?

Indeed, the ability to help others is limited, since all employees are responsible for the fulfillment of their main tasks. And to avoid delays in their tasks, they will seek to help others less. This behavior defines the natural limit on the number of cards processed. Nevertheless, the activity in solving cross-functional problems and cooperation of the “red card teams” in cross-functional projects in practice contributed to the development of positive relationships between the project employees, and they began to independently regulate the number of red cards used. Not wanting to burden their colleagues with unnecessary calls for help, since sooner or later they themselves may really need the support of others, they saw such work as a “give and take” process in which a significant imbalance was undesirable. The search for a reasonable ratio over time led to equilibrium behavior in which the balance between asking for help without overloading colleagues turned out to be at the level of about 1.5 red cards per month (see figure).

When interviewing experts, participants in the design work invariably called two changes in their behavior:

    weakening the tendency to create personal protection in time to solve the tasks of the project;

    expansion of cooperation between executors of tasks and projects.

Design engineers noted the importance of assistance as the reason for such changes. In order to cooperate in solving the identified problem, they must be sure that they will receive help and they will not be blamed. Employees were ready to share their information when they feel psychological safety, since the exchange of information is considered a risk. Help in solving complex problems encourages employees to more active behavior and solve problems and increases psychological safety, which facilitated the adoption of red cards by engineers as a standard support mechanism that can be used without fear of punishment or damage to the reputation. In addition, psychological safety was reinforced by the rapid experience of employees in that they would no longer be left alone with problems.

Another factor is the increased productivity of NPD employees. Based on a sense of psychological security, workers were ready to reduce their personal reserves (buffer) of time during planning. In addition, joint problem solving helped to identify problems in the project in advance, and their solution, as a rule, took less time and effort. Red cards helped to extract the efficiency of specialists at the initial stage of the problem.

Mutual assistance is the best way to manage an innovative project.

Other facts could influence the results of the changed project management system, for example, management attention, visual management, weekly detailed planning for each employee. However, in a thorough study, these factors were excluded for the following reasons.

The experts excluded the fact of the management’s attention, since in the course of studying the innovation, the assistance process entered the normal mode of self-regulated work of employees and did not require special attention of the management, which conducted only regular monitoring of red cards.

Compared to the previous centralized project management scheme, red cards as a way of visual management helped to quickly identify problems at the NPD department level. Although visualization was useful, it also does not explain a change in problem-solving approach. Based on the interviews received, experts noted that some workers were previously reluctant to share their problems, trying to solve them alone not because of insufficient visualization, but because they were afraid of accusations of their incompetence. According to one project engineer, visualization in itself, in this case a red card without a guarantee of help, will not contribute to active behavior, because design engineers all the time tried to compare the benefits of help with all the possible stresses associated with raising the card.

The visualization method can help in solving complex problems in the compression, aggregation of information, because with an increase in the perceived amount of information, the visual ability to solve the problem increases.

And even a detailed decomposition of the project's tasks into separate problems does not explain the reduction of time for their planning and implementation. Detailing rather leads to conservative estimates of the time taken to complete the project. During the project, the opposite was observed: estimates of the time for its completion became shorter, and a detailed presentation of the task did not lead to planning more time for them. In addition, design engineers themselves as the main reason for changing their behavior have always noted the importance of the availability of assistance.

The results obtained on projects were caused only by the functions of the new process of planning and execution of projects - the implementation of the process of mutual assistance as a method of managing an innovative project. At the same time, experts identified two key factors that influenced the changes.

Firstly, the process of working with red cards based on trust was organized in the project management system, which led to the provision of assistance. The management’s promise that the managers and design engineers will not be blamed and will not be pressured, and the subsequent fulfillment of these promises contributed to increasing the level of psychological safety for a more comfortable and timely exchange of information from design engineers about problems and possible solutions. And the guaranteed assistance process and its effectiveness in turn strengthened security.

Secondly, the identified problems were solved by the joint efforts of a team formed of various specialists from different projects. In the course of such work, the interdependence of the tasks of the projects was revealed, which contributed to the unification of design engineers and more efficient use of the potential of specialists. They began to accept mutual assistance, and not confine themselves only to their areas of responsibility.

1 Rotterdam School of Management, Erasmus University in Rotterdam, Cambridge Judge Business School at University of Cambridge, Roto Frank Bauelemente GmbH. MIT Sloan Business Review, February 2015.

 

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