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NASA项目经理的100条准则
2008-12-22 10:09:20  作者:佚名
  57. 项目本身就有很多资源。算上所有的承包商和设备开发商,大概有5到10个系统工程师。这就是强大的攻关资源。

Rule #58: Many managers, just because they have the scientists under contract on their project, forget that the scientists are their customers and many times have easier access to top management than the managers do. 58. 正是因为项目合同中有专家们的参与,许多经理就忘记了这些专家们的客户身份,很多时候他们比经理们更容易接近高层。Rule

#59: Most scientists are rational unless you endanger their chance to do their experiment. They will work with you if they believe you are telling them the truth. This includes reducing their own plans.
59. 大多数专家都是理性的,除非你危及到他们的实验。如果他们相信你所说的话,他们就会与你合作,包括削减他们自己的计划。

Hardware Rule

#60: In the space business, there is no such thing as previously flown hardware. The people who build the next unit probably never saw the previous unit. There are probably minor changes (perhaps even major changes); the operational environment has probably changed; the people who check the unit out in most cases will not understand the unit or the test equipment.
60 在航天领域,与制造以往飞行器不同的是,制造下一个部件的人永远也看不到前一个部件的样子。两个部件可能相差无几(也可能截然不同);操作环境也有可能发生变化;负责检验的人员大多数时候都不了解他们要检验的部件或者检验用的设备。

Rule #61: Most equipment works as built, not as the designer planned. This is due to layout of the design, poor understanding on the designer s part, or poor understanding of component specifications.

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文章来源:中国项目管理资源网

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