Anonymous
Anonymous asked in 社會與文化語言 · 2 decades ago

拜託幫忙翻譯一下謝謝!!

As one way to keep projects small, Microsoft managers try to limit the size and scope of their projects in several ways:

Clear,limited product vision. Microfsoft sets clear boundaries on what each project will attempt to accomplish. Program managers, working with develselves,represent multifunctional product development teams composed of specification, programming,testing,user education,and product planning specialists. The size is relatively large compared to the days when Microsoft measured total employment in the dozens and projects had four or five people. A group of three or four hundred people is small, however, compared to the thousand or more developers that firms often use to build software products of the size that Microsoft now constructs.

Microsoft also focuses nearly all its people on shipping products, rather than on building up components or technologies for "inventory" or spending a lot of time on documenting processes and products.This focus on shipping products has both positive and negative elements; lack of process and product documentation can lead to reinventing solutions to common problems, for example. But it also gives people more time to focus on getting the product at hand to market.

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  • Anonymous
    2 decades ago
    Favorite Answer

    為了維持計畫﹑方案的小規模﹐微軟經理試著利用許多方法限制他們計畫﹑方案的大小和範圍﹕

    清楚﹑有局限性的展望。在每個計畫試圖要完成的目標上﹐微軟設下清楚的界限。計畫管理者﹐和 develselves(?﹐會不會是 developer?)一起工作﹐代表了一個由規格, 編寫程式, 測試, 使用者教育, 和產品規劃專家所組成的多功能產品研發團隊。規模和微軟全體員工只以“打”為計算單位﹐每個計畫只有四﹑五個人的時候相比要大。一組有三﹑四百人的團隊和微軟現在常利用上千個研發人員來建立軟體的規模相比是小了。

    微軟同時集中絕大部份的人力在裝運產品上﹐而不是在加強功能﹐或盤點科技或是花很多時間在記錄製作過程和產品上。集中在裝運產品上有好處也有壞處﹔舉例來說﹐缺乏過程和產品的記錄會導致為了解決常見的問題而重新想出解決方法。但是也讓工作人員更多時間集中在把公司裡的產品發行到市場上。

    Source(s): 自己
  • Anonymous
    2 decades ago

    As一路到生計項目小的,微軟軟件公司管理器嘗試到界限那大小和範圍的他們的項目 in幾途徑:

    清除,有限製的產品視覺. Microfsoft集合清除界線 on什麼各項目將要努力到完成.程序管理器,工作 with develselves,表現多功能的產品生長隊鎮靜的的規格,編程,測試,user教育,和產品計劃特種經紀人.那大小是相對地大的與…相比那天何時微軟軟件公司量過的總數雇用 in那me.數打和項目 had四或者五人.一組三或者四百人是小的,無論如何, compa紅色到那千或者更多開發者以致公司經常使用到建設軟件產品的那大小以致微軟軟件公司現在 constructs.

    微軟軟件公司也 focuses將近整個的它的人 on船運產品,而不是… on建築物向上元件或者技術對於 "詳細目錄"或者經費許多時間 on文檔 processes和產品.這把焦點對準船運產品 has兩者確實的和 負數原理;缺乏的程序和產品文件能夠導致 reinventing解決到公共的問題,例如.但是這也彈性人更多時間到把焦點對準獲取那產品在手頭到市場.

    Source(s): Evdict.exe
  • 2 decades ago

    ~~~~~~~~~~翻譯 1 ~~~~~~~~~~~~~~

    作為單程保持項目小, 微軟經理設法限制大小和範圍他們的項目用幾個方式: 清楚, 有限的產品視覺。Microfsoft 設置清楚的界限在什麼各個項目將試圖完成。程式管理員, 工作以develselves, 代表多功能產品開發隊組成由規格, 編程, 測試, 用戶教育, 和產品計劃專家。大小是相對地大的與天比較當微軟被測量的總就業在十二個和項目有四個或五個人。一個小組三個或四百個人小, 然而, 與企業經常使用修造大小軟體產品微軟現在修建的一千位或更多開發商比較。微軟並且集中幾乎所有它的人民於運輸產品, 而不是在加強組分或技術為"存貨" 或花費很多時間在提供上過程和products.This 焦點在運輸產品有正面和消極元素; 缺乏過程和產品說明可能導致重創解答共同的問題, 例如。但它並且給人們更多時刻集中於得到產品手頭銷售。

    ~~~~~~~~~~~~~~翻譯 2 ~~~~~~~~~~~~~~~~~~~

    As one way to keep projects small, Microsoft managers try to limit the size and scope of their projects in several ways: Clear,limited product vision.

    如同單程到保持計畫小,微軟經理試驗到界線尺寸和範圍的他們的計畫在幾個方法:Clear,limited 產品視力.

    Microfsoft sets clear boundaries on what each project will attempt to accomplish.

    Microfsoft 安置清除境界在什麼每個計畫將企圖到完成.

    Program managers, working with develselves,represent multifunctional product development teams composed of specification, programming,testing,user education,and product planning specialists.

    節目經理,工作和develselves,represent multifunctional 產品發展隊構成詳載,programming,testing,user education,and 產品計畫專家.

    The size is relatively large compared to the days when Microsoft measured total employment in the dozens and projects had four or five people.

    當微軟量過總額雇用在這一打和計畫有四或五個人們時尺寸是相對地廣大的好比這在白天.

    A group of three or four hundred people is small, however, compared to the thousand or more developers that firms often use to build software products of the size that Microsoft now constructs.

    一群三或四一百人們是小,然而,好比這千或更多開發者那個堅固常常使用到建造軟體產品的尺寸那個微軟現在建造.

    Microsoft also focuses nearly all its people on shipping products, rather than on building up components or technologies for "inventory" or spending a lot of time on documenting processes and products.This focus on shipping products has both positive and negative elements; lack of process and product documentation can lead to reinventing solutions to common problems, for example.

    微軟也焦點幾乎全部它的人們在運輸產品,而非在建築物向上構成要素或工藝術為了"庫存清單"或花費許多的時間在文件過程和products.This 焦點在運輸產品有兩者正的和負的要素;缺乏過程和產品文件能引起reinventing 溶解到普通問題,譬如.

    But it also gives people more time to focus on getting the product at hand to market.

    但是它也給與人們更多時間到焦點在獲得產品手邊到市場.

    Source(s): 網頁及翻譯軟體
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