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| 等 级：资深长老 |
| 经 验 值：12437 |
| 魅 力 值：378 |
| 龙 币：36641 |
| 积 分：16156.1 |
| 注册日期：2003-02-04 |
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61－70
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.
61.大多数设备如何工作取决于它被生产成什么样子，而不是设计成什么样子。问题出在设计制图上，错误理解了设计者的意图或者元器件的特性。
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，但忘记计算机只是思维的模仿是一个更大的错误。
Computers and SoftwareRule
#63: Software has now taken on all the parameters of hardware (i.e., requirement creep, high percentage of flight mission 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. 软件已经承担了一切硬件的参数。(例如，需求延伸，高比例飞行成本，质量控制需求，过程确认要求等)此外还增加别的功能，魔鬼也难肯定新功能不存在错误。首先让基本系统工作，然后再加上铃铛和哨音。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。有必要对软件准备应急方案。
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. 认识总是被仿真和测试所修改，但计算机模型并不会仅仅因为数据输入错误而隐盖某些缺陷。
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''s not talking.
65. 在过去，工程师们有亲手制作的经验，技术人员知道元器件们是如何工作的，还有它们应该怎样工作，制图的技术人员也知道，但是，现在只有计算机才确切地知道其中的奥妙，但它还不会说出来。
Senior Management, Program Offices, and Above Rule
#66: Don''t 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们做某些事的原因。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的回答。
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。就算是你决定他有错，可以告诉他你的想法但如果他还坚持，就按他的决定去做，你只能尽你的最大努力去确保成功的结果。
Rule #69: Never ask management to make a decision 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''t.
69. 永远不要让你的上级做本来你可以做的决定。你可以假设你有权做出决定，除非有明文规定你无权决策。
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. 你和你的程序经理应该象一个团队一样互相协助。程序经理在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。
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您是不管多少个的最后一个看我贴子的 |
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2004-12-14 21:26:54
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