|
Rule #10: Not all successful managers are competent and not all failed managers are incompetent.
|
|
|
所有成功的管理者并不是都是有能力的，所有失败的管理者也并不都是没有能力的。 |
|
Rule #13: A manager who is his own systems engineer or financial manager is one who will probably try to do open heart surgery on himself.
|
|
|
13一个亲自兼任项目系统工程师或财务经理的项目经理很可能是一个试图为自己进行心脏外科手术的人。 |
|
Rule #2 Warp nacelles must have at least 50% line-of-sight on each other across the hull.
|
|
|
规则二，曲速引擎必须和百分之五十的舰体有视线上的交会（？） |
|
Rule #21: We have developed a set of people whose self interest is more paramount than the work or at least it appears so to older managers.
|
|
|
我们已经发现很多人把自己的个人兴趣看得比工作重要，至少那些老经理们看上去是这样。 |
|
Rule #23: The source of most problems is people, but darned if they will admit it. Know the people working on your project to know what the real weak spots are.
|
|
|
大多数麻烦的起因都是人，但没有人会承认。要想知道你的真正弱点就得了解在项目中工作的人。 |
|
Rule #24 – If you get outted, leave calmly. Do not run.
|
|
|
如果你在婚礼中露馅了，平静地离开，而不是用跑！ |
|
Rule #28: People who monitor work and donot help get it done never seem to know exactly what is going on (being involved is the key to excellence).
|
|
|
那些监督者和对完成工作没有任何帮助的人永远也不会知道现在发生了什么（只有参与进来才是最好的）。 |
|
Rule #2: A project manager must know what motivates the project contractors (i.e., their award system, their fiscal system, their policies, and their company culture).
|
|
|
项目承包商的激励因素是什么（例如，他们的奖励系统、财政系统、相关政策和公司文化）。 |
|
Rule #30: It is mainly the incompetent that donot like to show off their work.
|
|
|
那些不愿意展示自己工作的人大部分都是不称职的人。 |
|
Rule #34: NASA has established a set of reviewers and a set of reviews.
|
|
|
NASA已经建立了一整套的考评与考评人制度。 |
|
Rule #36: Hide nothing from the reviewers. Their reputation and yours is on the line. Expose all the warts and pimples. Donot offer excuses-just state facts.
|
|
|
不要在考评者面前隐藏什么。他们的名誉和你的名誉息息相关。暴露所有的缺点和不足。不要找借口，陈述事实就可以了。 |
