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本圖來(lái)自《第四代研發(fā)》 譯者注：NASA項(xiàng)目經(jīng)理的100條準(zhǔn)則，分十七個(gè)方面展開(kāi)，這里的項(xiàng)目經(jīng)理是NASA的項(xiàng)目負(fù)責(zé)人，是政府的代位管理者。他山之石可以攻玉，值得產(chǎn)品研發(fā)和項(xiàng)目管理借鑒。 謀小事在人，成大事在天；能夠進(jìn)行規(guī)劃、計(jì)劃的事都是小事。期待這100條準(zhǔn)則能有所助益。 譯者曾有版本分上、下兩文通過(guò)'大道'微信號(hào)發(fā)表，有不少錯(cuò)譯，此次全面更正一次，原準(zhǔn)備分十次發(fā)。'教學(xué)相長(zhǎng)'，寫作原本也是為了自己更好的學(xué)習(xí)，鑒于公眾號(hào)每天只能發(fā)一篇，因日常工作精力所限，集中突擊一下，這次就一起把后面的全發(fā)了。 本圖來(lái)自《專業(yè)主義》 一、The Project Manager 項(xiàng)目經(jīng)理（14條） ...... 二、 Initial Work 初期工作（1條） ...... 三、 Communications溝通（4條） ...... 四、 People 人員（14條） ...... 五、 Reviews and Reports評(píng)審與報(bào)告（13條） ...... 六、 Contractors and Contracting 承包商和簽約（8條） ...... 七、Engineers and Scientists工程師和科學(xué)家（5條） ...... 八、 Hardware Rule 硬件準(zhǔn)則（3條） ...... Rule #61: Most equipment works as built,not as the designer planned. This is due to layout of the design, poor understanding on the designers part, or poor understanding of component specifications. 61.多數(shù)裝備的工作狀態(tài)取決于它被生產(chǎn)成什么樣子，而不是按照設(shè)計(jì)者原打算的樣子。問(wèn)題出在設(shè)計(jì)構(gòu)思，或者是對(duì)設(shè)計(jì)者意圖的缺乏理解，或者不清晰零部件的規(guī)格參數(shù)。
Rule #62: Not using modern techniques, like computer systems, is a great mistake, but forgetting that the computer simulates thinking is a still greater mistake. 62. 不使用諸如計(jì)算機(jī)系統(tǒng)之類的現(xiàn)代技術(shù)是一個(gè)重大錯(cuò)誤，但是，忘記計(jì)算機(jī)只是思維的模仿，則是一個(gè)更大的錯(cuò)誤。
九、 Computers and Software 計(jì)算機(jī)和軟件（3條）
Rule #63: Software has now taken on all the parameters of hardware (i.e., requirement creep, high percentage of flightmission cost, need for quality control, need for validation procedures, etc.).It has the added feature that it is hard as blazes to determine it is not flawed. Get the basic system working first and then add the bells and whistles.Never throw away a version that works even if you have all the confidence in the world that the newer version works. It is necessary to have contingency plans for software. 63. 軟件已經(jīng)覆蓋了一切硬件參數(shù) (例如，需求擴(kuò)展，高比例飛行成本，質(zhì)量控制需求，驗(yàn)證過(guò)程需要等) 。還有個(gè)特點(diǎn)是，誰(shuí)也不敢確定新功能不存在錯(cuò)誤。首先讓基本系統(tǒng)工作，然后再加上報(bào)警和提示。永遠(yuǎn)不要淘汰還能用的版本，就算你有十足的把握更新的版本已能勝任工作，對(duì)軟件準(zhǔn)備應(yīng)急方案也很有必要。
Rule #64: Knowledge is often revised by simulations or testing, but computer models have hidden flaws not the least of which is poor input data. 64. 知識(shí)經(jīng)常被仿真和測(cè)試所更新，但計(jì)算機(jī)模型會(huì)掩蓋某些缺陷，不僅僅是因?yàn)槿狈斎霐?shù)據(jù)。
Rule #65: In olden times, engineers had hands-on experience, technicians understood how the electronics worked and what it was supposed to do, and layout technicians knew too- but today only the computer knows for sure and it is not talking. 65. 在過(guò)去，工程師們有親手制作的經(jīng)驗(yàn)，技能人員也明白元器件們是如何工作的，還有它們應(yīng)該如何工作，裝配技師也知道這些。但是，現(xiàn)在只有計(jì)算機(jī)能確切地知道，但它還不會(huì)說(shuō)出來(lái)(存在的缺陷)。 注：在未夯實(shí)機(jī)械化基礎(chǔ)的情況下，自動(dòng)化與智能化的跨越會(huì)使得這種缺陷逐漸變得不可消除......
十、 Senior Management, Program Offices, and Above Rule 高層管理者、大項(xiàng)目管理和更高層（6條）
#66: Donot assume you know why senior management has done something. If you feel you need to know, ask. You get some amazing answers that will astonish you. 66. 不要以為你清楚高層管理者做某些事的原因。如果你感到有必要了解，問(wèn)他們好了。你會(huì)得到令你感到驚訝的怪異回答。
Rule #67: Know your management- some like a good joke, others only like a joke if they tell it. 67. 了解你的管理層——有些人喜歡聽(tīng)高明的笑話，還有些人只喜歡自己講的笑話。
Rule #68: Remember the boss has the right to make decisions. Even if you think they are wrong, tell the boss what you think but if he still wants it done his way; do it his way and do your best to make sure the outcome is successful. 68. 記住，老板有權(quán)力做決定。就算是你確定他有錯(cuò)，可以告訴他你的想法，如果他還堅(jiān)持，就按他要求的方式去做，盡你的最大努力去確保得到成功的結(jié)果。 注：《論語(yǔ)》有云：子貢問(wèn)友。子曰：“忠告而善道之，不可則止，毋自辱也。”
Rule #69: Never ask management to make adecision that you can make. Assume you have the authority to make decisions unless you know there is a document that states unequivocally that you can not. 69. 永遠(yuǎn)不要讓你的上級(jí)做本來(lái)你可以做的決定。除非有明文規(guī)定你無(wú)權(quán)決策，你都可以假定你有權(quán)做出決定。 注：自主自發(fā)很要緊——誰(shuí)嘴大誰(shuí)說(shuō)了算，沒(méi)人說(shuō)，自己說(shuō)了算。 Rule #70: You and the Program Manager should work as a team. The Program Manager is your advocate at NASA HQ and must be tied into the decision makers and should aid your efforts to be tied in also. 70. 你和大項(xiàng)目經(jīng)理應(yīng)該象一個(gè)團(tuán)隊(duì)一樣互相協(xié)助。他在NASA總部是你的支持者，他必須成為決策者之一，他會(huì)幫助你，讓決策層意識(shí)到你的努力。 Rule #71: Know who the decision makers on the program are. It may be someone outside who has the ear of Congress or the Administrator, or the Associate Administrator, or one of the scientists-someone in the chain of command- whoever they are. Try to get a line of communication to them on a formal or informal basis. 71. 搞清楚哪些人是大項(xiàng)目的決策者。也許是某些國(guó)會(huì)或部里的局外人，要么是部長(zhǎng)助理，還有可能是一個(gè)專家，不管是誰(shuí)，都是命令鏈中的一環(huán)。爭(zhēng)取跟他們建立正式或非正式的溝通。
十一、Program Planning, Budgeting,and Estimating Rule 大項(xiàng)目規(guī)劃、預(yù)算和評(píng)估準(zhǔn)則（8條）
#72: Today one must push the state of the art, be within budget, take risks, not fail, and be on time. Strangely, all these are consistent as long as the ground rules such as funding profile and schedule are established up front and maintained. 72. 項(xiàng)目經(jīng)理一定要追求卓越，符合預(yù)算、敢于冒險(xiǎn)、不能失敗還要按時(shí)完成。奇怪的是，只要那些基本框架，比如投資規(guī)模和項(xiàng)目進(jìn)度，被確定下來(lái)并且保持不變，這些要求就是原則。
Rule #73: Most of yesteryear s projects overran because of poor estimates and not because of mistakes. Getting better estimates will not lower costs but will improve NASA s business reputation.Actually, there is a high probability that getting better estimates will increase costs and assure a higher profit to industry unless the fee is reduced to reflect lower risk on the part of industry. A better reputation is necessary in the present environment. 73.大多數(shù)上一年度的項(xiàng)目拖期都是因?yàn)樵u(píng)估失誤而不是因?yàn)椴僮魇д`。好的評(píng)估不會(huì)降低成本，反而會(huì)提升NASA的業(yè)務(wù)聲譽(yù)。實(shí)際上，進(jìn)行準(zhǔn)確的評(píng)估很可能會(huì)增加成本，同時(shí)也會(huì)獲得更高的利潤(rùn)，除非評(píng)估費(fèi)用降低到它只反映了項(xiàng)目的較低風(fēng)險(xiǎn)。如今，獲得好名聲還是很有必要的。
Rule #74: All problems are solvable inti me, so make sure you have enough schedule contingency- if you donot, the next project manager that takes your place will. 74. 所有問(wèn)題都是可以及時(shí)解決的，所以一定要在進(jìn)度中留出解決意外問(wèn)題所需要的時(shí)間——如果不這樣，你就會(huì)被別的項(xiàng)目經(jīng)理所替換。
Rule #75: The old NASA pushed the limits of technology and science; therefore, it did not worry about requirements creep or overruns. The new NASA has to work as if all projects are fixed price;therefore, requirement creep has become a deadly sin. 75. 過(guò)去的NASA總是追求科技的極限，因此，不用擔(dān)心需求擴(kuò)展或過(guò)度。新NASA必須得在固定價(jià)格的項(xiàng)目下工作；所以，需求擴(kuò)展是絕對(duì)不能接受的。
Rule #76: Know the resources of your center and, if possible, other centers. Other centers, if they have the resources ,are normally happy to help. It is always surprising how much good help one canget by just asking. 76. 了解自己中心所擁有的資源，如有可能還要知道其它中心的資源。如果有，他們通常會(huì)樂(lè)于伸出援助之手。只是問(wèn)問(wèn)，你就會(huì)得到意想不到的幫助。
Rule #77: Other than budget information prior to the President s submittal to Congress, there is probably no secret information on a project- so donot treat anything like it is secret. Everyone does better if they can see the whole picture so donot hide any of it from anyone. 77. 只要不是總統(tǒng)還沒(méi)有向國(guó)會(huì)提交的預(yù)算草案，項(xiàng)目中大概就沒(méi)什么需要保密的內(nèi)容——不要把什么都當(dāng)成秘密。如果每人都能看到全局，他會(huì)做的更好，所以不要對(duì)任何人隱藏什么。
Rule #78: NASA programs compete for budget funds- they do not compete with each other (i. e., you never attack any other program or NASA work with the idea that you should get their funding). Sell what you have on its own merit. 78. NASA的項(xiàng)目會(huì)涉及到爭(zhēng)取預(yù)算資金，但他們不會(huì)互相競(jìng)爭(zhēng)（即，你不會(huì)抨擊其它項(xiàng)目或者NASA的工作，只是為了得到他們的經(jīng)費(fèi)）。要靠自己的實(shí)力去爭(zhēng)取。
Rule #79: Next year is always the year with adequate funding and schedule. Next year arrives on the 50th year of your career. 79. 下一年總是有著充足預(yù)算和時(shí)間的一年。這個(gè)“下一年”會(huì)在你職業(yè)生涯的第50年到來(lái)。 注：預(yù)算永遠(yuǎn)是不足的，因?yàn)榭倳?huì)有預(yù)料之外。
十二、The Customer Rule 用戶準(zhǔn)則（1條）
#80: Remember who the customer is and what his objectives are (i. e., check with him when you go to change anything of significance). 80. 記住你的顧客是誰(shuí)，他的目標(biāo)是什么（比如，當(dāng)你想要做某些明顯的改變時(shí)要得到他們的確認(rèn)）。
十三、 NASA Management Instructions NASA管理?xiàng)l例（1條）
Rule #81: NASA Management Instructions were written by another NASA employee like you; therefore, challenge them if they donot make sense. It is possible another NASA employee will rewrite them or waive them for you. 81. NASA的管理?xiàng)l例是由其他的象你一樣的NASA員工制定的；因此，如果你覺(jué)得它們有什么不妥，盡管提出來(lái)。它們很有可能被其他NASA員工改寫，或者就等著你來(lái)改寫。
十四、Decision Making Rule 決策準(zhǔn)則（3條） #82: Wrong decisions made early can be recovered from. Right decisions made late cannot correct them. 82. 早期的錯(cuò)誤決策可以挽回。遲到的正確決策于事無(wú)補(bǔ)。
Rule #83: Sometimes the best thing to do is nothing. It is also occasionally the best help you can give. Just listening is all that is needed on many occasions. You may be the boss, but if you constantly have to solve someone s problems, you are working for him. 83. 有時(shí)候最好的辦法就是什么都不做。這偶爾也是你可以提供的最好的幫助。很多時(shí)候需要的只是聆聽(tīng)。也許你是老板，但如果你總是在解決別人的麻煩，那就是在為他工作。
Rule #84: Never make a decision from a cartoon. Look at the actual hardware or what real information is available such as layouts. Too much time is wasted by people trying to cure a cartoon whose function is to explain the principle. 84. 永遠(yuǎn)不要根據(jù)草圖做出決策。看著實(shí)際的物體或者能夠反映真實(shí)信息的東西，例如設(shè)計(jì)圖紙。當(dāng)人們?cè)噲D根據(jù)草圖下手時(shí)，他們往往會(huì)浪費(fèi)大量的時(shí)間，這些草圖的作用只是對(duì)原理做一些解釋。
十五、Integrity Rule誠(chéng)實(shí)準(zhǔn)則（2條）
#85: Integrity means your subordinates trust you. 85. 誠(chéng)實(shí)意味著你的下屬對(duì)你的信任。
Rule #86: In the rush to get things done,it is always important to remember who you work for. Blindsiding the boss willnot be to your benefit in the long run. 86. 在匆忙完成任務(wù)的時(shí)候，想想你在為誰(shuí)工作是很重要的。把你的老板放在一邊，長(zhǎng)遠(yuǎn)來(lái)看對(duì)你沒(méi)什么好處。 注：任何地方，'向上兼容'都是必要的；'犯上'則必然'作亂'。
十六、Project Management and Teamwork項(xiàng)目管理和團(tuán)隊(duì)工作（5條）
Rule #87: Projects require teamwork to succeed. Remember, most teams have a coach and not a boss, but the coach still has to call some of the plays. 87. 項(xiàng)目的成功離不開(kāi)團(tuán)隊(duì)。記住，大多數(shù)團(tuán)隊(duì)都需要有一個(gè)教練而不是老板，但是教練仍然需要對(duì)某些比賽做出裁決。
Rule #88: Never assume someone knows something or has done something unless you have asked them; even the obvious is overlooked or ignored on occasion, especially in a high stress activity. 88. 不要以為人們知道某事或已經(jīng)做了某事，除非你交待過(guò)；即使是明顯的事也有可能偶爾被疏漏或忽略，特別是在壓力很大的情況之下。
Rule #89: Whoever said beggars canot be choosers doesnot understand project management, although many times it is better to trust to luck than to get poor support. 89. 那些說(shuō)閑漢不配被挑選的人根本就不懂項(xiàng)目管理，盡管很多時(shí)候得到可憐巴巴的支持還不如聽(tīng)天由命。
Rule #90: A puzzle is hard to discern from just one piece; so donot be surprised if team members deprived of information reach the wrong conclusion. 90. 一個(gè)謎題很難從一點(diǎn)窺到全局；所以如果有團(tuán)隊(duì)成員因信息不足而得出錯(cuò)誤的結(jié)論，你不必吃驚。
Rule #91: Remember, the President,Congress, OMB, NASA HQ, senior center management, and your customers all have jobs to do. All you have to do is keep them all happy. 91. 記住，總統(tǒng)、國(guó)會(huì)、OMB、總部、高管和你的客戶都有他們?cè)撟龅墓ぷ?。你要做的就是讓他們滿意。
十七、Treating and Avoiding FailuresRule 避免和應(yīng)對(duì)失敗的準(zhǔn)則（9條）
#92: In case of a failure: a) Make a timeline of events and include everything that is known. b) Put down known facts. Check every theory against them. c) Donot beat the data until it confesses (i. e., know when to stop trying to force-fit a scenario). d) Do not arrive at a conclusion too fast. Make sure any deviation from normal is explained. Remember the wrong conclusion is prologue to the next failure. e)Know when to stop. 92. 如果出現(xiàn)失?。?/span> a) 制作一個(gè)包括所有已知活動(dòng)的時(shí)間表。 b) 記下已知事實(shí)，檢查那些理論上解釋不通的地方。 c) 不要懷疑數(shù)據(jù)，除非它們真有問(wèn)題（即，懂得何時(shí)停止?fàn)繌?qiáng)的方案）。 d) 不要急于得出結(jié)論。確保所有偏離正常值的部分都已得到解釋。記住，所有錯(cuò)誤結(jié)論都會(huì)導(dǎo)致下一個(gè)失敗。 e) 把握停止的時(shí)機(jī)。
Rule #93: Things that fail are lessons learned for the future. Occasionally things go right: these are also lessons learned. Try to duplicate that which works. 93. 失敗是面向未來(lái)的經(jīng)驗(yàn)。偶然的成功也是可以學(xué)習(xí)的經(jīng)驗(yàn)。想辦法復(fù)制成功的經(jīng)驗(yàn)。
Rule #94: Mistakes are all right but failure is not. Failure is just a mistake you canot recover from; therefore,try to create contingency plans and alternate approaches for the items or plans that have high risk. 94. 過(guò)錯(cuò)可以犯,但失敗不行。失敗是你無(wú)法挽回的錯(cuò)誤；因此，力爭(zhēng)制定應(yīng)急計(jì)劃并且為高風(fēng)險(xiǎn)的行動(dòng)或計(jì)劃準(zhǔn)備備用方案。
Rule #95: History is prologue. There has not been a project yet that has not had a parts problem despite all the qualification and testing done on parts. Time and being prepared to react are the only safeguards. 95. 歷史只是起點(diǎn)。就算是所有的部件都符合要求并且通過(guò)了測(cè)試，也沒(méi)有一個(gè)項(xiàng)目能夠毫無(wú)部件問(wèn)題。最好的防范措施就是時(shí)間和時(shí)刻準(zhǔn)備應(yīng)變。
Rule #96: Experience may be fine but testing is better. Knowing something will work never takes the place of proving that it will. 96. 經(jīng)驗(yàn)固然有效，但試驗(yàn)更重要。知道某件東西管用，永遠(yuǎn)不能替代去證實(shí)它的確能起作用。
Rule #97: Donot be afraid to fail or you will not succeed, but always work at your skill to recover. Part of that skillis knowing who can help. 97.不要懼怕失敗，否則你永遠(yuǎn)不可能成功，但是你要時(shí)刻準(zhǔn)備挽回可能的失敗。其中一條就是知道誰(shuí)能幫你。
Rule #98: One of the advantages of NASA in the early days was the fact that everyone knew that the facts we were absolutely sure of could be wrong. 98. 早先NASA的優(yōu)勢(shì)之一，就是每個(gè)人都清楚這一點(diǎn)：我們絕對(duì)相信的事情可能是錯(cuò)的。
Rule #99: Redundancy in hardware can be a fiction. We are adept at building things to be identical so that if one fails,the other will also fail. Make sure all hardware is treated in a build as if it were one of a kind and needed for mission success. 99.硬件冗余可能是一個(gè)幻想。我們善于配置兩個(gè)一模一樣的東西，以至于其中一個(gè)失效，另一個(gè)也會(huì)出問(wèn)題。確保系統(tǒng)中所有的硬件都被看成是成功完成任務(wù)所必須的那一類中的一個(gè)。
Rule #100: Never make excuses; instead,present plans of actions to be taken. 100.絕對(duì)不找借口；而是，提交行動(dòng)措施的實(shí)施計(jì)劃。 |
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