評論
打印
Eighteen:
18：
I can tell you from my own experience that the most important thing in project management is not to try to do everything yourself. That'll lead to problems sooner rather than later. You must plan which tasks you really need to do yourself and then delegate responsibility for each of the other tasks to others. You should of course, make sure the members of your team have the initiative and flexibility necessary for such responsibilities.
我可以根據(jù)我自己的經(jīng)驗告訴你，在項目管理中最重要的事情是不要試圖事事親力親為。那遲早會出問題的。你必須計劃哪些任務(wù)是你真正需要自己完成的，然后將其他任務(wù)的責(zé)任分配給其他人。當(dāng)然，你應(yīng)該確保團(tuán)隊成員具有承擔(dān)此類責(zé)任所需的主動性和靈活性。
Nineteen:
19：
I think, it's absolutely crucial that all the people to whom you've delegated responsibilities should get together at least once a month so that you can all share information about how your own bits of the project are going. If you don't do that, then it's easy to assume something has been done by someone else when it hasn't after all，not everyone has the same level of motivation. Email contact is great, of course, but nothing beats face-to-face communication.
我認(rèn)為，至關(guān)重要的是，你委派的所有人每個月至少應(yīng)該碰頭一次，這樣你就可以分享你自己負(fù)責(zé)的項目部分的進(jìn)展。如果你不這樣做，就很容易假設(shè)有人已經(jīng)完成了某些事，但其實并沒有，畢竟不是每個人都有相同水平的動機(jī)。當(dāng)然，電子郵件聯(lián)系很好，但沒有什么能比得上面對面的交流。
Twenty:
20：
You have to get off to a good start which means you have to be absolutely clear about what your aims are right from the start. These should be discussed with the team and should be put in writing so that everyone shares full knowledge about the precise parameters of the project. I know from several projects I've been involved with that confusion about goals often leads to problems early on，problems which could very easily have been prevented.
你必須有一個好的開始，這意味著你必須從一開始就非常清楚你的目標(biāo)是什么。這些應(yīng)該與團(tuán)隊討論并以書面形式記錄下來，以便每個人都能充分了解項目的精確參數(shù)。我參與了幾個項目，從中發(fā)現(xiàn)，目標(biāo)不清晰往往會導(dǎo)致問題，這些問題本可以輕松避免。
Twenty-one:
21：
When you're working on a new project，you have to delegate, of course. But, if anything starts to go wrong you should handle it yourself. As project manager, it is up to you to keep a close eye on how things are progressing. You should try to predict any difficulties and sort them out immediately so the project can move on. There are many tasks that can be handed over to other people, but not this.
當(dāng)你負(fù)責(zé)一個新項目，當(dāng)然，你必須委托他人。但是，如果出現(xiàn)問題，你應(yīng)該自己解決。作為項目經(jīng)理，你需要密切關(guān)注事情的進(jìn)展。你應(yīng)該試著預(yù)測困難并立即解決它們，這樣項目才能繼續(xù)進(jìn)行。有許多任務(wù)可以移交給其他人，但這個不行。
Twenty-two:
22：
Planning things in detail is，of course, vital. However, it makes sense to ensure that your initial plan incorporates a degree of adaptability. You and your project team can't assume that circumstances will stay the same for ever, and so it makes sense for your plan not to be so rigid that it cannot take account of any developments and changes in circumstance. It should not, of course, need to stray from its basic objectives.
詳細(xì)規(guī)劃事情，當(dāng)然至關(guān)重要的。但是，確保你的初始計劃包含一定程度的適應(yīng)性很有意義。你和你的項目團(tuán)隊不能假定環(huán)境將永遠(yuǎn)保持不變，因此您的計劃不能太死板，以致不能考慮環(huán)境中的任何發(fā)展和改變，這很有意義。當(dāng)然，它不應(yīng)偏離其基本目標(biāo)。
