繁忙管理者的個(gè)人時(shí)間安排(二)

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個(gè)人時(shí)間管理的下個(gè)階段是開始控制你的時(shí)間。第一個(gè)問題是約會(huì)。開始于一本簡單的約會(huì)日志。在這本書你將會(huì)有(或應(yīng)該至少有)可預(yù)見的將來所有你已知的約會(huì)的一個(gè)完整的目錄。如果你省去你原有的部分約會(huì)(從你可以記起的任何一個(gè))現(xiàn)在增加它們。
Your appointments constitute your interaction with other people; they are the agreed interface between your activities and those of others; they are determined by external obligation. They often fill the diary. Now, be ruthless and eliminate the unnecessary. There may be committees where you cannot productively contribute or where a subordinate might be (better) able to participate. There may be long lunches which could be better run as short conference calls. There may be interviews which last three times as long as necessary because they are scheduled for a whole hour. Eliminate the wastage starting today.
你的約會(huì)構(gòu)成你與其他人的相互作用; 它們是你的活動(dòng)和與其他人協(xié)商的接口; 它們?nèi)Q于外在責(zé)任。它們經(jīng)常填滿你的日志。現(xiàn)在，果斷的消除這些不必要的。也許有些委員在那令你不可能有貢獻(xiàn)的機(jī)會(huì)或者在那有些要級(jí)別的人參與(更好)。在那可能是一頓漫長的午餐可以利用電話會(huì)議讓它更長或更短，那里也許有一個(gè)面試可能是最后的三次，只要有必要會(huì)盡可能的長，因?yàn)槟鞘穷A(yù)定好的整整一個(gè)小時(shí)的計(jì)劃。從今天開始消除浪費(fèi)。
The next stage is to add to your diary lists of other, personal activities which will enhance your use of the available time. Consider: what is the most important type of activity to add to your diary? No: stop reading for a moment and really, consider.
下個(gè)階段是增加你的其他日志名單，將提高可用時(shí)間在你的個(gè)人活動(dòng)用途上。考慮：什么是增加的最重要的活動(dòng)類型在你的日志里？不：短暫的中止讀書然后和認(rèn)真地，考慮。
The single most important type of activity is that which will save you time: allocate time to save time, a stitch in time saves days. And most importantly of all, always allocate time to time management: at least five minutes each and every day.
唯一最重要的活動(dòng)類型是將節(jié)約你時(shí)間的那種：分配時(shí)刻去節(jié)省時(shí)間，每一秒的去節(jié)省時(shí)間。并且最重要的是，總是分配至少每天五分鐘時(shí)間安排時(shí)間。
For each appointment left in the diary, consider what actions you might take to ensure that no time is wasted: plan to avoid work by being prepared. Thus, if you are going to a meeting where you will be asked to comment on some report, allocate time to read it so avoiding delays in the meeting and increasing your chances of making the right decision the first time. Consider what actions need to be done before AND what actions must be done to follow up. Even if the latter is unclear before the event, you must still allocate time to review the outcome and to plan the resulting action. Simply mark in your diary the block of time necessary to do this and, when the time comes, do it.
對于在每一天的約會(huì)，考慮你采取什么行動(dòng)可以確保沒有浪費(fèi)時(shí)間：計(jì)劃通過準(zhǔn)備避免工作。以此方式，如果你打算去開會(huì)，在那你將會(huì)被要求就一些報(bào)告去發(fā)表一些看法，分配一些時(shí)間去閱讀這些報(bào)告，如此避免拖延這個(gè)會(huì)議，并且會(huì)第一時(shí)間增加你做出正確決策的機(jī)會(huì)，考慮什么行為需要提前做，什么行動(dòng)必須接著完成。即使這件事在事件之前是不清楚的，你必須仍然分配時(shí)間回顧結(jié)果和計(jì)劃會(huì)發(fā)生的行動(dòng)。簡單的記錄在你的日志里，必要時(shí)侯去做此事，當(dāng)有時(shí)間時(shí)，去做它。
Scheduling Projects
行程安排計(jì)劃：The most daunting external appointments are deadlines: often, the handover of deliverables. Do you leave the work too late? Is there commonly a final panic towards the end? Are the last few hectic hours often marred by errors? If so, use Personal Time Management.
很多讓人畏懼的外在約會(huì)的最后期限：通常，這種可以移交的工作，你是否會(huì)拖延很久？通常會(huì)帶著恐慌到最后？最后幾個(gè)忙碌時(shí)間經(jīng)常被錯(cuò)誤毀壞？如果是那樣，使用個(gè)人時(shí)間管理。
The basic idea is that your management of personal deadlines should be achieved with exactly the same techniques you would use in a large project:
最基本想法是管理你的個(gè)人時(shí)間的最后期限應(yīng)當(dāng)準(zhǔn)確的獲得你將用在大項(xiàng)目上的同樣的技巧：
Check the specification – are you sure that you agree on what is to be delivered?
檢查這個(gè)明細(xì)單–你確定你同意怎樣交付這項(xiàng)任務(wù)？
Break the task down into small sections so that you can estimate the time needed for each, and monitor progress
把這項(xiàng)任務(wù)分成小段，以便你能估計(jì)每段需要的時(shí)間，然后監(jiān)測進(jìn)展。
Schedule reviews of your progress (e.g., after each sub-task) so that you can respond quickly to difficulties
回顧你的項(xiàng)目時(shí)刻表(例如，之后的每項(xiàng)子任務(wù))，如此你能夠向困難做出反應(yīng)。
Like most management ideas, this is common sense. Some people, however, refute it because in practice they find that it merely shows the lack of time for a project which must be done anyway. This is simply daft! If simple project planning and time management show that the task cannot be done, then it will not be done – but by knowing at the start, you have a chance to do something about it.
像這些管理觀念，這是常識(shí)。很多的人，仍然，拒絕這些，因?yàn)樵趯?shí)踐中他們發(fā)現(xiàn)這只不過是在規(guī)劃中缺乏時(shí)間的一種表現(xiàn)，這是無論如何都要做的。這就是愚蠢的! 如果簡單的項(xiàng)目計(jì)劃和時(shí)間安排表示，任務(wù)不可能完成，那么它就不做，但是在開始是無從知道的，你有機(jī)會(huì)對此做一些事情。
An impossible deadline affects not only your success but also that of others. Suppose a product is scheduled for release too soon because you agree to deliver too early. Marketing and Sales will prepare customers to expect the product showing why they really need it – but it will not arrive. The customers will be dissatisfied or even lost, the competition will have advanced warning, and all because you agreed to do the impossible.
一個(gè)不可能的期限影響的不僅你的成功，而是很多其他方面的事情。假設(shè)一個(gè)產(chǎn)品是要按規(guī)定的時(shí)間很快發(fā)售的，因?yàn)槟憬桓兜奶纭　I銷和銷售將準(zhǔn)備顧客期望的表現(xiàn)客戶為什么需要他，如此將達(dá)不到效果。客戶將感到不滿甚至客戶將會(huì)流失，這些競賽將會(huì)出現(xiàn)很多后續(xù)的緊急事件，所有的都是因?yàn)槟銦o法做到之前你同意的事件而造成的。
You can avoid this type of problem. By practicing time management, you will always have a clear understanding of how you spend your time and what time is unallocated. If a new task is thrust upon you, you can estimate whether it is practical. The project planning tells you how much time is needed and the time management tells you how much time is available.
你可以避免這樣問題。通過不斷練習(xí)時(shí)間管理，你將會(huì)有一個(gè)清晰的認(rèn)識(shí)如何去花你的時(shí)間和什么時(shí)間是未經(jīng)過分配的。如果一個(gè)新的任務(wù)是強(qiáng)加于你的，您就能估計(jì)它是否可行。這個(gè)項(xiàng)目的計(jì)劃將告訴你需要多少時(shí)間，時(shí)間上的管理告訴你多少時(shí)間是可利用的。
這里有四種方式告訴你去處理在最后期限辦不到的事情：
There are four ways to deal with impossible deadlines:
Get the deadline extended
Scream for more resources
Get the deliverable redefined to something practical
State the position clearly so that your boss (and his/her boss) have fair warning
把期限延長
爭取更多的資源
對一些事情在實(shí)踐中的交付重新定位
清楚職位的職責(zé)，以便你的上司(和他/她的上司)有公平的處罰。
If this simple approach seems unrealistic, consider the alternative. If you have an imposed, but unobtainable, deadline and you accept it; then the outcome is your assured failure. Of course, there is a fifth option: move to a company with realistic schedules.
如果這種簡單的方法似乎不切實(shí)際，考慮其他的選擇。如果你有一種負(fù)擔(dān)，但無法完成，最后期限，你接受了它; 然后結(jié)果是你確定無疑會(huì)失敗。當(dāng)然，有第五個(gè)選擇：用現(xiàn)實(shí)可行的日程表去推動(dòng)這家公司。
One defense tactic is to present your superior with a current list of your obligations indicating what impact the new task will have on these, and ask him/her to assign the priorities: "I can't do them all, which should I slip?" Another tactic is to keep a database of your time estimates and the actual time taken by each task. This will quickly develop into a source of valuable data and increase the accuracy of your planning predictions.
一種謀劃抵御的策略是顯示自己優(yōu)越性的同時(shí)，也在現(xiàn)實(shí)中產(chǎn)生了你的義務(wù)，對新的任務(wù)將有什么影響，并且要求他或她分配重點(diǎn)： “我不可能做所有的事情，那樣我會(huì)失敗？” 另一種戰(zhàn)術(shù)是保留基礎(chǔ)數(shù)據(jù)關(guān)于你預(yù)計(jì)的時(shí)間和每項(xiàng)任務(wù)需要的實(shí)際時(shí)間。這將迅速形成可貴的數(shù)據(jù)來源并且增加你的計(jì)劃預(yù)策的準(zhǔn)確性。
There is no reason why you should respond only to externally imposed deadlines. The slightly shoddy product which you hand over after the last-minute rush (and normally have returned for correction the following week) could easily have been polished if only an extra day had been available – so move your personal deadline forward and allow yourself the luxury of leisured review before the product is shipped.
為什么你要對外部強(qiáng)加的最后期限負(fù)責(zé)這是沒有理由的。你移交的有一點(diǎn)劣等產(chǎn)品，在最后一刻的倉促之下(通常接著下來的星期就是更正被返回的)但愿有一些額外的時(shí)間可以很好的利用起來，那么就很容易把產(chǎn)品做的更完美一些，因?yàn)樘崆澳愕膫€(gè)人最后期限并且給自己有空檢查，在產(chǎn)品運(yùn)輸之前。
Taking this a step further, the same sort of review might be applied to the product at each stage of its development so that errors and rework time are reduced. Thus, by allocating time to quality review, you save time in rework; and this is all part of project planning supported and monitored by your time management.
進(jìn)一步采取這步驟，同一類檢查也許被運(yùn)用于產(chǎn)品發(fā)展的每個(gè)階段，以便減少錯(cuò)誤和再重做的時(shí)間。因此，通過分配對質(zhì)量檢查的時(shí)間，你可節(jié)省重做的時(shí)間; 并且這是你的時(shí)間管理所支持和監(jiān)測的項(xiàng)目計(jì)劃的所有部分。
Finally, for each activity you should estimate how much time it is worth and allocate only that amount. This critical appraisal may even suggest a different approach or method so that the time matches the task's importance. Beware of perfection: it takes too long – allocate time for "fitness for purpose," and then stop.
最后，對每個(gè)活動(dòng)你應(yīng)該估計(jì)它值得花多少時(shí)間并且分配相應(yīng)時(shí)間。這個(gè)決定性估計(jì)甚至建議一種不同的方式或方法，以便時(shí)間與任務(wù)相匹配的重要性。當(dāng)心完美：它將花費(fèi)太長的時(shí)間–分配時(shí)間對于“適當(dāng)?shù)哪繕?biāo)”，然后停止。
Monitoring Staff
監(jiān)測職員Your Personal Time Management also affects other people, particularly your subordinates. Planning projects means not only allocating your time but also distributing tasks; and this should be done in the same planned, monitored and reviewed manner as your own scheduling.
你的個(gè)人的時(shí)間安排也影響其他人，特別是你的下級(jí)。計(jì)劃項(xiàng)目的方法不僅分配你的時(shí)間，而且是分配任務(wù)的手段; 并且也適用在同樣的計(jì)劃，監(jiān)測和回顧的方式也可用在你的時(shí)刻表里。
Any delegated task should be specified with an (agreed) end date. As a Manager, you are responsible for ensuring that the tasks allocated to your subordinates are completed successfully. Thus you should ensure that each task is concluded with a deliverable (for instance, a memo to confirm completion) – you make an entry in your diary to check that this has arrived. Thus, if you agree the task for Tuesday, Wednesday should have an entry in your diary to check the deliverable. This simple device allows you to monitor progress and to initiate action as necessary.
所有被委派的任務(wù)應(yīng)該指定(同意的)結(jié)束日期。作為管理者，你應(yīng)該負(fù)責(zé)保證任務(wù)被分配到你的下級(jí)并且順利地完成。因而你應(yīng)該保證每項(xiàng)任務(wù)按你的日志去檢查和 (例如，證實(shí)完成的備忘錄) 達(dá)到最后交付。因此，如果你同意星期二的任務(wù)，星期三應(yīng)該有你交付的檢查日志。這個(gè)簡單策略允許你監(jiān)測進(jìn)展和如所需著手行動(dòng)。
Long-Term Objectives
長期宗旨There are many long-term objectives which the good manager must achieve, particularly with regard to the development, support and motivation of his/her work team. Long-term objectives have the problem of being important but not urgent; they do not have deadlines; they are distant and remote. For this reason, it is all too easy to ignore them in favor of the urgent and immediate. Clearly a balance must be struck.
作為好的管理者必須達(dá)到，特別關(guān)于他/她的工作隊(duì)的發(fā)展、支持和積極性等的許多長期宗旨。長期宗旨的本質(zhì)是很重要的，但不是迫切的; 它們沒有最后期限; 它們是遙遠(yuǎn)和長期的。為此，它們?nèi)渴呛苋菀椎囊灾劣诤雎运麄儍A向于迫切和直接。必須是平衡清楚。
The beauty of Time Management is that the balance can be decided objectively (without influence from immediate deadlines) and self-imposed through the use of the diary. Simply, a manager might decide that one hour a week should be devoted to personnel issues and would then allocate a regular block of time to that activity. Of course if the factory is on fire, or World War III is declared, the manager may have to re-allocate this time in a particular week – but barring such crises, this time should then become sacrosanct and always applied to the same, designated purpose.
完美的時(shí)間安排可以平衡客觀決定(不會(huì)因?yàn)榫o迫的最后期限受到影響)自愿接受去使用日志。簡單地，一個(gè)管理者也許應(yīng)該決定每星期用一個(gè)小時(shí)去解決人員問題，然后分配一個(gè)規(guī)定的時(shí)間到那活動(dòng)。當(dāng)然，如果工廠著火或者第三次世界大戰(zhàn)，管理者也許必須再次分配這些時(shí)間，除了此類事件，這種時(shí)間應(yīng)該變得極神圣和保持它總是如此，成為一個(gè)被指定的事情。
Similarly, time may be allocated to staff development and training. So if one afternoon a month is deemed to be a suitable allocation, then simply designate the second Thursday (say) of each month and delegate the choice of speakers. The actual time spent in managing this sort of long-term objective is small, but without that deliberate planning it will not be achieved.
同樣，要分配時(shí)間去發(fā)展和培訓(xùn)員工。因此，如果每個(gè)月一個(gè)下午被視為是適當(dāng)?shù)姆峙洌缓笸耆x定每個(gè)月第二星期四(說)并選擇委派演說的代表。在管理這類長期項(xiàng)目所花費(fèi)的實(shí)際時(shí)間是很少的，但是沒有慎重的計(jì)劃它將不會(huì)達(dá)到理想效果。
Once you have implemented Personal Time Management, it is worth using some of that control to augment your own career. Some quiet weekend, you should sketch out your own long-term objectives and plan a route to them. As you would any long-term objective, allocate time to the necessary sub-tasks and monitor your progress. If you do not plan where you want to go, you are unlikely to get there.
一旦你實(shí)施了個(gè)人時(shí)間管理，它值得使用在控制那些提高你自己的事業(yè)。不少安靜的周末，你應(yīng)該擬定你自己的長期目標(biāo)和計(jì)劃路線。當(dāng)你有了一些長期目標(biāo)，分配時(shí)間到必要的子任務(wù)和監(jiān)測你的進(jìn)展。如果你沒有計(jì)劃你想要去的地方，你是不太可能到那里。
Concluding Remarks
結(jié)束語Personal Time Management is a systematic application of common-sense strategies. It requires little effort, yet it promotes efficient work practices by highlighting wastage and it leads to effective use of time by focusing it on your chosen activities. Personal Time Management does not solve your problems; it reveals them, and provides a structure to implement and monitor solutions. It enables you to take control of your own time – how you use it is then up to you.
個(gè)人時(shí)間安排是具有常識(shí)戰(zhàn)略的一種系統(tǒng)的應(yīng)用。它要求通過一些努力，它通過突出提升高效率的工作實(shí)踐，并且引導(dǎo)有效的使用時(shí)間通過它集中在你所選的活動(dòng)上。個(gè)人時(shí)間管理不能解決你的問題; 它可顯示這些問題，并且提供架構(gòu)去執(zhí)行和監(jiān)督解決。它使你去控制你自己的時(shí)間–你怎么使用它最后是由你決定的。
First published in a series of ten articles by The Institution of Electrical Engineers (IEE) UK, 1991-2.
首先出版在一系列的十篇文章上由電機(jī)工程師(IEE)英國的機(jī)關(guān)出版， 1991-2。
About Gerard M. BlairDr. G關(guān)于杰拉德.布萊爾先生
erard M. Blair was a senior lecturer in VLSI design at the Department of Electrical Engineering, University of Edinburgh. He is now a hardware design engineer with Hewlett-Packard in Fort Collins, Colorado. His book Starting to Manage: The Essential Skills is published by Chartwell-Bratt (UK) and the Institute of Electrical and Electronics Engineers (USA). For more information, visit his Web site
杰拉德.布萊爾博士是VLSI設(shè)計(jì)的一位資深講師在電機(jī)工程的部門，愛丁堡大學(xué)。他現(xiàn)在是惠普的一位硬件設(shè)計(jì)工程師在堡壘Collins，科羅拉多。開始處理他的書：根本技能由Chartwell-Bratt (英國)和電子工程師出版(美國)學(xué)院。對于更多信息，參觀他的網(wǎng)站

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