At the end of each year, people will write various summaries spontaneously and spontaneously. Last month, the last month of 2018, there were countless year-end summary posts scattered everywhere. I have read some chapters and they are all well written.
In the blink of an eye, 2019 has been running for more than half a month, and no one seems to have published their New Year's plans. There may be a few pieces, some people will say that the personal plan is suspected of privacy, and it is not appropriate to publish it, so even if there is, it is "display:none".
But recalling the overwhelming summary before, many people have sincerely shed light on their past year and opened up their hearts. Since they are willing to explain their past, they even write good texts and share them enthusiastically. For the future plan, at least there is no independent visible text space. This is a very common and interesting phenomenon. I can't help but think about it.
1. Plans are more constructive than summaries
I personally think that the plan is actually more constructive than the summary.
The plan is active, and the summary is passive. Planning first means that you have goals. Only when you have goals, you will have determination and motivation. People often emphasize the importance of method and efficiency, which is good, but before method, it is the direction.
"For a sailboat that sails blindly, all winds are headwinds."
For example, take savings in financial management as an example-many people should have had this experience: if you set yourself a fixed savings goal every month, the first thing you do when you receive a salary is to set the target amount first. Save it, and after one year, you will indeed have a deposit. And if you don’t set a fixed savings goal, and just imagine that you will wait until the end of the month to save the remaining money in the month, then the most likely outcome is Moonlight. After the year-end summary, savings failed.
The same is true for spending money. Many people have the habit of keeping accounts, but if they want to control their consumption behavior, the role of budget is more than that of keeping accounts. Those who only keep a running account but don’t make a budget will often sigh again and again, "A lot of money has been spent this month, and I can’t do this again next month." And if you make a budget seriously, you will know it well. During the second consumption, one would hesitate whether the consumption was "reasonable". This extra hesitation played a role in control. It is better to plan ahead than to make up for the lost sheep, not to mention the time when the lost sheep can't fix it.
From the above, I think of a more common phenomenon, some people will use about 10% of the space to list next year's wish list at the end of the year-end summary, and then take it as a plan.
2. It is a misunderstanding to regard the goal as a plan
1. The difference between goals and plans
For example, a military operation is the goal to destroy the enemy’s headquarters. If you take this as a plan of action and take your soldiers to fight, then your soldier died a bit wronged.
For another example, the establishment of a Flag, the next year to catch the front MM, this is just a wish. How to chase it? That's the plan.
Planning is actually process management. When you have a goal and plan for it, it means that you have at least thought about it. And if you only have goals, you can only take adrenaline.
Thinking is a magical power. In the process of thinking, you will strengthen the concept of the goal and deepen your understanding of the goal. After thinking, you will confirm the goal and gain determination and motivation. Here you don’t have to rely solely on your own contemplation, you can use the wisdom of others to assist in your analysis. The result of thinking will guide the behavior, and usually you will learn the steps required to complete the goal.
Steps are algorithms and solutions.
From this point of view, planning is more technically difficult than writing a summary. This may be one of the reasons for the phenomenon of "more summarizing, less planning". Writing a summary is a recollection of what has happened. As long as the memory is okay, a straightforward narrative can be written, especially a running account summary, without using your brain at all. However, planning involves predicting the future, which is much harder. But the so-called constructiveness is also reflected here. It is precisely because of the difficulties to overcome that the output has value.
I like an English proverb: "Where there's muck, there's brass." It is impossible to make progress if you always do easy things. If you want to manage your life and the future, how can you not be willing to work hard.
Another reason that hinders people from planning seriously is the often heard "plan cannot keep up with changes." In the IT industry, this is simply commonplace. The plan made today has to be changed tomorrow, so the plan seems useless.
But I personally believe that the more "lack of keeping up" changes, the more planning is needed. How should I put it, two points of experience, the right to be nonsense.
The first point:
When you have no plan, there will be a lot of messy things, but when you have a plan, many unexpected things will decrease. It sounds a bit metaphysical, but it's not completely unreasonable.
Take myself as an example, I am a person with "procrastination". When I have a goal but do not make a plan, I will procrastinate in all likelihood. While procrastinating, I will do a lot of other irrelevant things. These other things may cause me extra troubles, which will cause me trouble. Interference in achieving the original goal.
But if I make a plan, break down goals, and formulate a timetable, I can effectively treat the "procrastination" because I am always in the process control of my own construction, and every step of the connection is arranged, so that my attention It is easy to maintain concentration and even high energy throughout. And I find that energy loss is most likely to happen when you don’t know what to do next.
Second point:
There are indeed objective scenarios with many variables. In such a dangerous environment, you should double your plan and change your plan.
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On the one hand, this is the only capital that you can rely on and refer to amidst changes in the situation. It's like, demand changes are unavoidable, but we can do a good job of demand management, at least knowing the occurrence of changes, which is also an accumulation of experience.
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On the other hand, in the process of iterative planning, the rule of practice makes perfect will make you gradually comfortable with changes, unless you are a fool and don't know what to do. Never underestimate the power of accumulation. You work hard to deal with changes. Slowly, you will be able to control changes, and changes will not become interference. The ability grows like this.
2. Timetable and Estimated Time
When it comes to planning, it is natural to talk about the concept of "timetable". There are many ways to plan, and without exception, timetables are involved. The plan out of time is a pseudo plan, because human time is limited, and many things are time-sensitive. This requires time estimation.
It is also a tricky technical job. It is no exaggeration to say that this is a worldwide problem. So if you are always uncertain, you don’t need to be inferior at all, the whole world is the same. Of course, there are still ways. In fact, depending on the scope of the plan, we don't necessarily need a very accurate time estimation, and living is not a train.
About 20 years ago, the famous JoelSpolsky (wait a minute, maybe you have never heard of this name, but I am 100% sure that you have used his product-StackOverflow. If you unfortunately have not used this website, then I am 200% sure of you Used his product-Excel).
In short, this big man wrote a blog post "Painless Software Schedules" in 2000, introducing his own "software development schedule" methodology. Although it’s a long time ago, even the author himself has revised the beginning of the article to remind readers that he has a better alternative, but this does not affect the value of the method, and I am learning his "outdated" set. After the solution, I have been using it in my work and life.
Target decomposition & timing correction
In a nutshell, the core idea of this method has two points: target decomposition & estimation time correction.
Target decomposition is the cornerstone of planning. Rome was not built in a day. Making major things smaller is the only way to do major things. This is also a means to force you to make a serious goal analysis. Reasonable decomposition can only be based on a full understanding of the goal.
The particle size of the decomposition should be fine enough. Because the original text is about software development, the author clearly pointed out that in programming, tasks should be evaluated by "hours" instead of "days". The change of this unit is very important. The larger the unit, the larger the error. According to the author's experience, tasks that exceed 16 hours should be further split, because above this time, it means that you don't really think about the steps to be done. To put it straight, you are fooling people.
Of course, when we are making our personal annual plans, we don't have to take the hour as a unit. The main point here is that the plan needs to be detailed enough to make sense. As for how detailed the plan is, this actually needs to be considered based on one's own experience.
If you have to say something about it, maybe you can take the general standard of the public to go one step further. For example, everyone counts by the day, you try to count by the hour, everyone is counted by the month, and you try to count by the week. The eyes of the masses may be discerning, but the actions of the masses are usually mediocre. The so-called standing out means that you are more advanced than the average level of your environment.
At the beginning of the plan, you will have a preliminary estimate. As the progress develops, for example, when you reach the intermediate stage, you may find that the previous estimate is not correct. At this time, you need to write down the second estimate and finally when the task is completed. Then record the actual time. In the end, you will get 3 durations: the first time estimation, the second time estimation, and the actual time.
At the beginning, you may (almost certainly) these three durations seem to be wrong. As you continue to correct and correct errors, you can draw lessons from past erroneous estimates. The second estimation will get closer and closer to the actual time, and later, the first estimation and the second estimation will get closer and closer. At that time, your judgment on time estimation has been practiced.
Simple techniques and persistence will produce magical effects. "One can do everything for oneself, one hundred for oneself, ten can for oneself, one thousand for oneself, although stupid will be clear, although soft will be strong." This is the truth. (From "The Golden Mean")
2. Implementation tools: spreadsheet, Gantt chart
Another important reason I like this method is that the author used to implement this methodology is very close to the people-spreadsheet. Only easy-to-use products have a market, and easy-to-practice theories can be easily promoted. Furthermore, an Excel file is easy to communicate. In several projects, when I sent "Schedule.xlsx" full of detailed data, I would receive trustworthy replies from my boss and customers.
Quantification is the key to management. When others are in the qualitative analysis stage, you quantitatively deconstruct the work package, and the level is clearly on paper. Especially for many first-line code farmers who haven't learned real management to transform into management, quantification is a shortcut to entry management, and the other channels are too deep to learn.
For a complete introduction to PainlessSoftwareSchedules, please refer to the original link: https://www.joelonsoftware.com/2000/03/29/ painless-software-schedules/
Speaking of using Excel, by the way, let's talk about another "loved to hear" concept-Gantt chart (Gantt).
When it comes to plans, there is almost always Gantt. Especially in the PPT, if you dare not to pull a Gantt chart, your professionalism in project management will be compromised. There are many professional tools for making Gantt charts, such as Microsoft Project, and those senior products that require a certain learning cost. As a halfway managerial worker, I use "Excel hand-painted" in most cases, which is simple and clear, convenient and fast, and the focus is on zero learning costs.
To say that Excel can do more work than imagined.
I once talked to a good friend of mine about this thing, "What's the use of this broken picture in addition to being good-looking?" Then I was educated: "You are not the boss, so this picture is useless. For big leaders, people manage everything every day. , Ten thousand in and out every minute, want to understand the project plan the fastest, Gantt chart is the most intuitive tool."
So, after all, the pattern...
3. Layoffs vs. job-hopping
By the way, my fellow friend recently rejected Microsoft and joined Ali. I can’t help asking him, isn’t the whole country layoffs? Why are you jumping so capriciously? He said that as long as the company develops, there will be layoffs, and for the company, it is just a structural adjustment.
Job-hopping people generally do not shout loudly, and layoffs are more likely to create a public opinion effect, so if you stare at the media every day, you feel that the world cannot survive, but in fact, the survival of the fittest has always existed.
3. Worried about the "middle-aged" crisis? Better to fly first
With the wave of layoffs at the end of last year, a crisis called "middle age" has been permeated almost throughout the winter. Speaking of "middle-age crisis", this is a common vocabulary of Internet celebrities, and this topic can be endless.
In fact, it's not that young people have no crisis, but middle-aged people have no excuses.
Whether middle-aged, young or underage, the crisis is always there. It's just that young people can squander, make mistakes, and even make mistakes again and again, but mistakes will eventually be punished. In middle age, the surrounding objective environment suddenly does not give you a way out, and it is in crisis.
When the tide comes, you act recklessly. When the tide fades, you find yourself running naked, so you blame the sea for being ruthless, but why don't you wear pants early when there is water?
People have no foresight, and must have near worries, stay in peace and do not think about danger, who do not lay off you? It's not that I deliberately made things ugly, because reality is so ugly.
Behind the crisis, there are fewer and fewer options to choose independently, and the road is getting narrower and narrower. If you plan early when you are young, you may not be able to grasp the direction of the industry and see the layout of the industry clearly, but you will maintain a sharpness in career planning and the probability of finding opportunities will be high. With greater vitality, the crisis will naturally be smaller.
Zhang Ailing once said: "Become famous as early as possible." More than just being famous, even if it is just to avoid failure, you must prepare as soon as possible.
We are all stupid birds, but whoever flies first.
Author: sherrywasp
Source: https://www.cnblogs.com/sherrywasp/p/10301241.html
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