要進(jìn)行預(yù)分析【死前檢驗(yàn)】，請(qǐng)?jiān)谀畛鯁?dòng)項(xiàng)目并且您的團(tuán)隊(duì)了解了目標(biāo)之后隧甚，將您的項(xiàng)目團(tuán)隊(duì)拉入會(huì)議蚤氏。
To perform a premortem, pull your project team into a meeting after you’ve initially kicked off the project and your team understands the goals.?
在臨終檢驗(yàn)前漩仙，在未來(lái)的背景下構(gòu)思練習(xí)。
In the premortem, frame the exercise in the context of the future.?
問(wèn)這個(gè)問(wèn)題：“想象一下芽突，我們啟動(dòng)這個(gè)項(xiàng)目已有三個(gè)月试浙，并且它已經(jīng)失敗了。出了什么問(wèn)題寞蚌？”
Ask this: “Imagine we are now three months out from the launch of this project, and it has failed. What went wrong?”?
然后要求團(tuán)隊(duì)中的每個(gè)人寫(xiě)下可能的失敗原因與團(tuán)隊(duì)分享田巴。
Then ask everyone on the team to write down possible causes for failure to share with the group.?
可以用臨終檢驗(yàn)以一種無(wú)威脅的方式從你的團(tuán)隊(duì)成員們那里提取擔(dān)憂。
Premortems can be used to extract concerns from your team members in a nonthreatening way.?
它們【臨終檢驗(yàn)】還可以幫助您贏得持懷疑態(tài)度的團(tuán)隊(duì)成員的支持挟秤。
They can also help you win buy-in from skeptical team members.?
我記得我第一次舉行預(yù)演時(shí)壹哺，一位在項(xiàng)目啟動(dòng)期間表現(xiàn)出抵制跡象的利益相關(guān)者驚呼道：“這真是太好【宣泄】了！”
I recall the first time I held a premortem, one of the stakeholders who had been exhibiting signs of resistance during the project kickoff exclaimed, “This is so cathartic!”?
她放心地分享了她所有的憂慮艘刚，并把它們從胸中移除了管宵。
She was relieved to share all of her worries and get them off her chest.?
在此臨終檢驗(yàn)之后，她對(duì)項(xiàng)目的成功更感興趣攀甚，因?yàn)樗X(jué)得我們已經(jīng)適當(dāng)?shù)赜懻摿怂锌赡艿娘L(fēng)險(xiǎn)箩朴。
After the premortem, she was also more bought-in to the success of the project because she felt we had properly discussed all the possible risks.?
她有信心，我們將能夠處理好她對(duì)今后的擔(dān)憂秋度。
She was confident that we would be able to handle her concerns down the road.?
通常炸庞，臨終預(yù)分析會(huì)幫助您成功識(shí)別可能受項(xiàng)目影響但在初始啟動(dòng)討論中被遺漏的人群。
Often, a premortem will help you successfully identify groups of people who may be affected by your project but were missed in the initial kickoff discussions.?
通常荚斯，他們是在你的產(chǎn)品下游工作的人埠居，或者可能扮演一個(gè)小角色查牌，但不是項(xiàng)目的核心。
Usually they are people who work downstream from your product or may have a small role to play but weren’t core to the meat of the project.?
例如拐格，必須發(fā)布一段內(nèi)容以支持開(kāi)發(fā)的團(tuán)隊(duì)僧免，或必須為客戶更新常問(wèn)問(wèn)題的客戶服務(wù)團(tuán)隊(duì)。
For example, the team that has to publish a piece of content to support development, or the customer service team that has to update an FAQ for your customers.?
它們是典型的盲點(diǎn)的例子捏浊，如果未經(jīng)識(shí)別、確認(rèn)撞叨，可能會(huì)在某一環(huán)節(jié)造成延遲金踪。
They are examples of classic blind spots that, left unidentified, can create delays down the line.?
一個(gè)有效的臨終預(yù)分析的結(jié)果是一個(gè)成功的眾包和經(jīng)過(guò)討論的列表，列出了可能會(huì)使項(xiàng)目脫軌的那些可能的風(fēng)險(xiǎn)牵敷。
The result of an effective premortem is a successfully crowd-sourced and discussed list of possible risks that might derail your project.?
這是一種非傳統(tǒng)的方式胡岔，可以讓您的團(tuán)隊(duì)表達(dá)他們可能害怕發(fā)聲的擔(dān)憂。
It’s an unconventional way to get your team to surface concerns that they may have been afraid to vocalize.?
此外枷餐，它還可以幫助您發(fā)現(xiàn)盲點(diǎn)并對(duì)其展開(kāi)討論靶瘸。
In addition, it can help you detect blind spots and open them up for discussion.?
頭腦風(fēng)暴結(jié)束后，我建議將失敗原因列表編入文檔毛肋，然后指派領(lǐng)域?qū)＜覀兲幚肀徽J(rèn)為風(fēng)險(xiǎn)最高的事項(xiàng)怨咪。
Once the brainstorming has ended, I recommend codifying the list of the causes of failure into a document and then assigning domain experts to the items that are perceived to be the highest risk.?
此時(shí)，與其制定詳細(xì)的計(jì)劃润匙，不如信任團(tuán)隊(duì)做好自己的工作诗眨。
At this point, rather than creating detailed plans, trust the team to do their job.?
如果他們知道目標(biāo)并掌握各自專(zhuān)業(yè)領(lǐng)域的所有權(quán)【以主人翁責(zé)任感負(fù)起責(zé)任】，他們也將盡最大努力減輕這些風(fēng)險(xiǎn)孕讳。
If they know the goals and take ownership over their respective areas of expertise, they will also do their best to mitigate those risks.
未完待續(xù)
