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Question

8 Compromising Wisely
8.1 How to Fight Schedule Pressure
Time-to-market pressure is the pressure to deliver a good product quickly. It is
good because it reects a _nancial reality, and is healthy up to a point. Schedule
pressure is the pressure to deliver something faster than it can be delivered and
it is wasteful, unhealthy, and all too common.
Schedule pressure exists for several reasons. The people who task programmers
do not fully appreciate what a strong work ethic we have and how much
fun it is to be a programmer. Perhaps because they project their own behavior
onto us, they believe that asking for it sooner will make us work harder to get it
there sooner. This is probably actually true, but the e_ect is very small, and the
damage is very great. Additionally, they have no visibility into what it really
takes to produce software. Not being able to see it, and not be able to create it
themselves, the only thing they can do is see time-to-market pressure and fuss
at programmers about it.
The key to _ghting schedule pressure is simply to turn it into time-to-market
pressure. The way to do this to give visibility into the relationship between the
available labor and the product. Producing an honest, detailed, and most of
all, understandable estimate of all the labor involved is the best way to do this.
It has the added advantage of allowing good management decisions to be made
about possible functionality tradeo_s.
The key insight that the estimate must make plain is that labor is an almost
incompressible uid. You can't pack more into a span of time anymore than you
can pack more water into a container over and above that container's volume.
In a sense, a programmer should never say \no", but rather to say \What will
you give up to get that thing you want?" The e_ect of producing clear estimates
will be to increase the respect for programmers. This is how other professionals
behave. Programmers' hard work will be visible. Setting an unrealistic schedule
will also be painfully obvious to everyone. Programmers cannot be hoodwinked.
It is disrespectful and demoralizing to ask them to do something unrealistic.
Extreme Programming ampli_es this and builds a process around it; I hope
that every reader will be lucky enough to use it.
37
8.2 How to Understand the User
It is your duty to understand the user, and to help your boss understand the
user. Because the user is not as intimately involved in the creation of your
product as you are, they behave a little di_erently:
_ The user generally makes short pronouncements.
_ The user has their own job; they will mainly think of small improvements
in your product, not big improvements.
_ The user can't have a vision that represents the complete body of your
product users.

Answer 1

8 Compromising Wisely
第8章 明智的让步（妥协）
8.1 How to Fight Schedule Pressure
8.1 如何战胜时间压力

Time-to-market pressure is the pressure to deliver a good product quickly. 上市时间的压力是针对一个迅速反应的生产流程的压力。
It is good because it reects a _nancial reality, and is healthy up to a point. 由于它很好地反映的某种财务现状，因此是需要正视的一个关键点。

感觉是reect->react和financial

Schedule pressure is the pressure to deliver something faster than it can be delivered and it is wasteful, unhealthy, and all too common.
时间压力也包括对货物运输（物流）的压力，不仅能运送还要尽可能快地运送。这种压力需要很大耗费，不健康，但是很普遍。

关键词：time-to-market: The length of time it takes to get a product from idea to marketplace. 产品从构思到市场所需时间

Schedule pressure exists for several reasons.
时间压力的存在有很多原因。
The people who task programmers do not fully appreciate what a strong work ethic we have and how much fun it is to be a programmer.
分配工作（负责项目流程）的人不能充分体会到工作的艰巨性（强度）以及过程中种种趣味性
Perhaps because they project their own behavior onto us, they believe that asking for it sooner will make us work harder to get it there sooner.
也许因为他们根据他们自己的行为对我们做出预测，他们相信做出尽快的要求能够使我们更加努力，从而达到更快的结果。
This is probably actually true, but the e_ect is very small, and the
damage is very great.
这几乎是对的，但是效果微乎其微，并且损失非常大。
Additionally, they have no visibility into what it really takes to produce software.
另外，他们根本不知道如何进行生产。
Not being able to see it, and not be able to create it themselves, the only thing they can do is see time-to-market pressure and fuss
at programmers about it. 不去亲眼看，亲身实践，他们所作的只是关注上市压力，为流程延迟而大惊小怪。

困死了！ 明天再说了！

The key to _ghting schedule pressure is simply to turn it into time-to-market pressure.
解决时间压力的关键在于简单将其转化为上市压力。
The way to do this to give visibility into the relationship between the available labor and the product.
这样做就可以发现有效生产与产品的联系。
Producing an honest, detailed, and most of all, understandable estimate of all the labor involved is the best way to do this.
生产一种产品的最好方式是诚实、细节完美、最重要的是容易理解接纳，包含对全部劳动正确估量。
It has the added advantage of allowing good management decisions to be made about possible functionality tradeo_s.
可以提高附加值的方法包括准许为可能的功能性贸易所作的好的管理决策。
The key insight that the estimate must make plain is that labor is an almost incompressible uid.
关键的着眼点在于对于不能压缩的劳动成本做出准确直接的估计，
You can't pack more into a span of time anymore than you can pack more water into a container over and above that container's volume.
在一定时间内你不可能在体积一定的容器中装超出其体积的更多的水。
In a sense, a programmer should never say \no", but rather to say \What will you give up to get that thing you want?"
从某种意义上说，对于一个不能说不的流程而言更多要考虑的是你能为获得最后的结果愿意放弃哪些。
The e_ect of producing clear estimates will be to increase the respect for programmers. This is how other professionals behave.
选择有准确估计的项目会提高对整个项目的期望。这也是个人行为的印象
Programmers' hard work will be visible.
项目艰苦工作是可见的。
Setting an unrealistic schedule will also be painfully obvious to everyone. Programmers cannot be hoodwinked.
设定一个不现实的日程表对于每个人的折磨是显而易见的。项目负责人（流程控编制人员）是不能骗人的。
It is disrespectful and demoralizing to ask them to do something unrealistic.
让所有人为了一个不现实的目标努力是无礼且让人泄气的行为
Extreme Programming ampli_es this and builds a process around it; I hope that every reader will be lucky enough to use it.
激进的项目负责人会这样做并设置一个流程，我希望每个读者都能有幸使用它。
37

8.2 How to Understand the User
如何理解客户需求
It is your duty to understand the user, and to help your boss understand the user.
理解客户需求，并帮助你的老板理解客户需求是你的责任
Because the user is not as intimately involved in the creation of your product as you are, they behave a little di_erently:
因为使用者并不和你一样参与了产品的生产，他们的行为会有一些自发性
_ The user generally makes short pronouncements.
使用者通常会作短期的决定。
_ The user has their own job; they will mainly think of small improvements in your product, not big improvements
使用者有自己的工作，他们会主要关注产品于细节处的改善，而不是根本性的变革。
_ The user can't have a vision that represents the complete body of your product users.
使用者不能对所有你的产品所有的使用者有一个整体的认识。

终于磕磕绊绊地翻译完了。吐血中。
那个提问的，如果你是学项目管理的，或者有志于学习，还是先从中文书籍看起，有了基本概念后会获得更好的效果。