《流程规划师》宅二狼

6、Chapter 2 "Work intensity test" 还是国外项

　　Chapter 2 "Work intensity test"

　　Today, I will conduct the second item of the preliminary preparation work of the "process planning" working method: "intensity test" (early stage of task/simple work content background).
　　The specific content of my "intensity test" is to study SQL knowledge for 5 hours without interruption..
　　In the "process planning" working method that I discovered and created, such "intensity test" is divided according to the time stage, and there is one in the early stage of the project/work task, the middle stage of the project/work task, and the late stage of the project (task). They cannot be omitted because this link is of great significance to both individuals and organizations.
　　For individuals (such as process planners):
　　The "process planning" working method considers emergencies and work errors as inevitable situations from the beginning.
　　This means that in order to complete our work before the known work deadline, there must be a period (or even several) in the project/work task process when we need to "hurry up", so we need to know where our "work intensity limit" is, so that we can correctly judge whether we can complete our tasks independently and whether we need to apply for team support, so as to make timely demands to the team's decision makers.
　　The number of personnel and resources in any organization is limited. Making correct work expectations and making our demands in a timely manner will help us get support faster and ensure that the team's work rhythm is stable and efficient, which is more conducive to improving the completion of team tasks.

　　For organizations using process planning work methods:

　　A complex organization composed of multiple teams, whether for-profit or non-profit, will be affected by the operation of each organization that makes it up.
　　Any team that makes up an organization encounters a big problem, which will more or less affect the operation of the entire organization. If the entire organization cannot quickly solve the difficulties of the problem team due to resource or personnel shortages, then the negative impact on the organization will inevitably be longer and the losses will be greater. This is a common negative cycle of organizational management.
　　If each team can accurately propose the needs of the future team, the reasons for the needs, and the possible consequences of unmet needs to the decision maker based on the correct work expectations before the start of the work phase, then even if the decision maker cannot meet all these needs due to the size of the organization itself, he/she/they can prepare as much as possible for a series of situations that may occur in the future based on this information, which will undoubtedly greatly help to alleviate or even break the common negative cycle of organizational management mentioned above, or at least postpone the time point when this negative cycle drags down the organization as much as possible.
　　The establishment of the "strength testing" link fully demonstrates the "process planning" working method and its great value to personal work, teamwork and organizational development.

　　第二章“工作强度测试”

　　今天，我将进行“流程规划”工作法前期准备工作的第二项：“强度测试”（任务前期/简单工作内容背景）。我的“强度测试”具体内容是连续不间断地学习5个小时SQL知识。

　　在我发现并创造的“流程规划”工作法中，这样的“强度测试”是按照时间阶段划分的，项目/工作任务前期一个，项目/工作任务中期一个，项目（任务）后期有一个。它们不能省略，因为这个环节对个人和组织都意义重大。
　　对于个人（如流程规划人员）：
　　“流程规划”工作法从一开始就将突发事件和工作失误视为必然出现的情况。
　　这意味着，为了在已知的工作截止期限之前完成我们的工作，项目/工作任务流程中必定有一个（甚至几个）需要我们“赶工”的时间段，所以我们需要知道自己的“工作强度极限”在哪里，这样才能正确判断自己能否独立完成任务，是否需要申请团队支持，从而及时向团队的决策者提出要求。
　　任何组织的人员和资源都是有限的，做出正确的工作期望，及时提出我们的要求，会帮助我们更快的得到支持，保证团队的工作节奏稳定高效，更有利于提高团队任务的完成率。
　　对于采用流程规划工作方式的组织：
　　由多个团队组成的复杂组织，无论是营利性的还是非营利性的，都会受到组成它的每一个组织的运作的影响。
　　任何一个组成组织的团队遇到大问题，都会或多或少影响到整个组织的运作。如果整个组织因为资源或人员短缺而无法快速解决该问题团队的困难，那么对组织造成的负面影响必然会更长，损失也会更大，这是组织管理中常见的负循环。
　　如果各团队在工作阶段开始前，能够基于正确的工作预期，准确地向决策者提出未来团队的需求、需求产生的原因以及需求未得到满足可能带来的后果，那么即使决策者因为组织本身的规模而无法满足所有这些需求，他/她/他们也能够基于这些信息，对未来可能发生的一系列情况尽可能地做好准备，这无疑对缓解甚至打破上述组织管理中常见的负循环有着很大的帮助，至少尽可能地推迟这个负循环拖累组织的时间点。
　　“强度测试”环节的设立，充分展现了“流程规划”工作方法对个人工作、团队协作和组织发展的巨大价值。