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本图来自《第四代研发》 译者注：NASA项目经理的100条准则，分十七个方面展开，这里的项目经理是NASA的项目负责人，是政府的代位管理者。他山之石可以攻玉，值得产品研发和项目管理借鉴。 谋小事在人，成大事在天；能够进行规划、计划的事都是小事。期待这100条准则能有所助益。 译者曾有版本分上、下两文通过'大道'微信号发表，有不少错译，此次全面更正一次，原准备分十次发。'教学相长'，写作原本也是为了自己更好的学习，鉴于公众号每天只能发一篇，因日常工作精力所限，集中突击一下，这次就一起把后面的全发了。 本图来自《专业主义》 一、The Project Manager 项目经理（14条） ...... 二、 Initial Work 初期工作（1条） ...... 三、 Communications沟通（4条） ...... 四、 People 人员（14条） ...... 五、 Reviews and Reports评审与报告（13条） ...... 六、 Contractors and Contracting 承包商和签约（8条） ...... 七、Engineers and Scientists工程师和科学家（5条） ...... 八、 Hardware Rule 硬件准则（3条） ...... 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.多数装备的工作状态取决于它被生产成什么样子，而不是按照设计者原打算的样子。问题出在设计构思，或者是对设计者意图的缺乏理解，或者不清晰零部件的规格参数。
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. 不使用诸如计算机系统之类的现代技术是一个重大错误，但是，忘记计算机只是思维的模仿，则是一个更大的错误。
九、 Computers and Software 计算机和软件（3条）
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. 软件已经覆盖了一切硬件参数 (例如，需求扩展，高比例飞行成本，质量控制需求，验证过程需要等) 。还有个特点是，谁也不敢确定新功能不存在错误。首先让基本系统工作，然后再加上报警和提示。永远不要淘汰还能用的版本，就算你有十足的把握更新的版本已能胜任工作，对软件准备应急方案也很有必要。
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. 知识经常被仿真和测试所更新，但计算机模型会掩盖某些缺陷，不仅仅是因为缺乏输入数据。
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. 在过去，工程师们有亲手制作的经验，技能人员也明白元器件们是如何工作的，还有它们应该如何工作，装配技师也知道这些。但是，现在只有计算机能确切地知道，但它还不会说出来(存在的缺陷)。 注：在未夯实机械化基础的情况下，自动化与智能化的跨越会使得这种缺陷逐渐变得不可消除......
十、 Senior Management, Program Offices, and Above Rule 高层管理者、大项目管理和更高层（6条）
#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. 不要以为你清楚高层管理者做某些事的原因。如果你感到有必要了解，问他们好了。你会得到令你感到惊讶的怪异回答。
Rule #67: Know your management- some like a good joke, others only like a joke if they tell it. 67. 了解你的管理层——有些人喜欢听高明的笑话，还有些人只喜欢自己讲的笑话。
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. 记住，老板有权力做决定。就算是你确定他有错，可以告诉他你的想法，如果他还坚持，就按他要求的方式去做，尽你的最大努力去确保得到成功的结果。 注：《论语》有云：子贡问友。子曰：“忠告而善道之，不可则止，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. 永远不要让你的上级做本来你可以做的决定。除非有明文规定你无权决策，你都可以假定你有权做出决定。 注：自主自发很要紧——谁嘴大谁说了算，没人说，自己说了算。 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. 你和大项目经理应该象一个团队一样互相协助。他在NASA总部是你的支持者，他必须成为决策者之一，他会帮助你，让决策层意识到你的努力。 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. 搞清楚哪些人是大项目的决策者。也许是某些国会或部里的局外人，要么是部长助理，还有可能是一个专家，不管是谁，都是命令链中的一环。争取跟他们建立正式或非正式的沟通。
十一、Program Planning, Budgeting,and Estimating Rule 大项目规划、预算和评估准则（8条）
#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. 项目经理一定要追求卓越，符合预算、敢于冒险、不能失败还要按时完成。奇怪的是，只要那些基本框架，比如投资规模和项目进度，被确定下来并且保持不变，这些要求就是原则。
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.大多数上一年度的项目拖期都是因为评估失误而不是因为操作失误。好的评估不会降低成本，反而会提升NASA的业务声誉。实际上，进行准确的评估很可能会增加成本，同时也会获得更高的利润，除非评估费用降低到它只反映了项目的较低风险。如今，获得好名声还是很有必要的。
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. 所有问题都是可以及时解决的，所以一定要在进度中留出解决意外问题所需要的时间——如果不这样，你就会被别的项目经理所替换。
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. 过去的NASA总是追求科技的极限，因此，不用担心需求扩展或过度。新NASA必须得在固定价格的项目下工作；所以，需求扩展是绝对不能接受的。
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. 了解自己中心所拥有的资源，如有可能还要知道其它中心的资源。如果有，他们通常会乐于伸出援助之手。只是问问，你就会得到意想不到的帮助。
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. 只要不是总统还没有向国会提交的预算草案，项目中大概就没什么需要保密的内容——不要把什么都当成秘密。如果每人都能看到全局，他会做的更好，所以不要对任何人隐藏什么。
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的项目会涉及到争取预算资金，但他们不会互相竞争（即，你不会抨击其它项目或者NASA的工作，只是为了得到他们的经费）。要靠自己的实力去争取。
Rule #79: Next year is always the year with adequate funding and schedule. Next year arrives on the 50th year of your career. 79. 下一年总是有着充足预算和时间的一年。这个“下一年”会在你职业生涯的第50年到来。 注：预算永远是不足的，因为总会有预料之外。
十二、The Customer Rule 用户准则（1条）
#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. 记住你的顾客是谁，他的目标是什么（比如，当你想要做某些明显的改变时要得到他们的确认）。
十三、 NASA Management Instructions NASA管理条例（1条）
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的管理条例是由其他的象你一样的NASA员工制定的；因此，如果你觉得它们有什么不妥，尽管提出来。它们很有可能被其他NASA员工改写，或者就等着你来改写。
十四、Decision Making Rule 决策准则（3条） #82: Wrong decisions made early can be recovered from. Right decisions made late cannot correct them. 82. 早期的错误决策可以挽回。迟到的正确决策于事无补。
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. 有时候最好的办法就是什么都不做。这偶尔也是你可以提供的最好的帮助。很多时候需要的只是聆听。也许你是老板，但如果你总是在解决别人的麻烦，那就是在为他工作。
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. 永远不要根据草图做出决策。看着实际的物体或者能够反映真实信息的东西，例如设计图纸。当人们试图根据草图下手时，他们往往会浪费大量的时间，这些草图的作用只是对原理做一些解释。
十五、Integrity Rule诚实准则（2条）
#85: Integrity means your subordinates trust you. 85. 诚实意味着你的下属对你的信任。
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. 在匆忙完成任务的时候，想想你在为谁工作是很重要的。把你的老板放在一边，长远来看对你没什么好处。 注：任何地方，'向上兼容'都是必要的；'犯上'则必然'作乱'。
十六、Project Management and Teamwork项目管理和团队工作（5条）
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. 项目的成功离不开团队。记住，大多数团队都需要有一个教练而不是老板，但是教练仍然需要对某些比赛做出裁决。
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. 不要以为人们知道某事或已经做了某事，除非你交待过；即使是明显的事也有可能偶尔被疏漏或忽略，特别是在压力很大的情况之下。
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. 那些说闲汉不配被挑选的人根本就不懂项目管理，尽管很多时候得到可怜巴巴的支持还不如听天由命。
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. 一个谜题很难从一点窥到全局；所以如果有团队成员因信息不足而得出错误的结论，你不必吃惊。
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. 记住，总统、国会、OMB、总部、高管和你的客户都有他们该做的工作。你要做的就是让他们满意。
十七、Treating and Avoiding FailuresRule 避免和应对失败的准则（9条）
#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. 如果出现失败： a) 制作一个包括所有已知活动的时间表。 b) 记下已知事实，检查那些理论上解释不通的地方。 c) 不要怀疑数据，除非它们真有问题（即，懂得何时停止牵强的方案）。 d) 不要急于得出结论。确保所有偏离正常值的部分都已得到解释。记住，所有错误结论都会导致下一个失败。 e) 把握停止的时机。
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. 失败是面向未来的经验。偶然的成功也是可以学习的经验。想办法复制成功的经验。
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. 过错可以犯,但失败不行。失败是你无法挽回的错误；因此，力争制定应急计划并且为高风险的行动或计划准备备用方案。
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. 历史只是起点。就算是所有的部件都符合要求并且通过了测试，也没有一个项目能够毫无部件问题。最好的防范措施就是时间和时刻准备应变。
Rule #96: Experience may be fine but testing is better. Knowing something will work never takes the place of proving that it will. 96. 经验固然有效，但试验更重要。知道某件东西管用，永远不能替代去证实它的确能起作用。
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.不要惧怕失败，否则你永远不可能成功，但是你要时刻准备挽回可能的失败。其中一条就是知道谁能帮你。
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的优势之一，就是每个人都清楚这一点：我们绝对相信的事情可能是错的。
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.硬件冗余可能是一个幻想。我们善于配置两个一模一样的东西，以至于其中一个失效，另一个也会出问题。确保系统中所有的硬件都被看成是成功完成任务所必须的那一类中的一个。
Rule #100: Never make excuses; instead,present plans of actions to be taken. 100.绝对不找借口；而是，提交行动措施的实施计划。 |
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