毕业翻译
Listening and talking
Key lesson
Think about, plan and execute your communications with care, effort and impact. Your communications must be based on an understanding of your customer that goes beyond the requirements specification and sharing periodic reports. Your communications with the project team must go beyond sharing the project plan and having sporadic updates.
第二章：倾听与诉说
重点知识：
细心思考、周全计划、贯彻执行你与他人的沟通交流。你的沟通必须基于一种对你的客户的超越书面要求与共享定期报告层次的了解之上。而且你和项目团队的沟通也不能仅仅局限于共享的项目报告上，保证有不定时的更新交流。
The most important chapter in the book
If you are just getting started in your career as a project manager and are taking time to learn the trade then this chapter is a very good place to begin. Alternatively, if you are an experienced and very busy project manager with only the time to read one chapter of the book, read this one. The other chapters all have valuable insights that will improve your project management and it would be a shame not to read them now you have a copy of this book, but this chapter contains the essence. All else is about advancing skills and finesse; this chapter is about getting the basics right.
本书中最重要的一章
如果你作为一个项目管理人员刚刚开始你的职业生涯和正在花时间学习这个行业里的技艺，那么这一章会是一个很好的起点。或者,如果你是一个经验丰富但很忙的项目经理，忙到时间只够阅读这本书的一个章节,那你就读这章。其他章节都有有价值的见解,它将提高你的项目管理能力,当你现在拥有这本书的副本的时候,不尽情完整地阅读是一件令人感到羞耻的事，但一定程度上，阅读本章就足够了，因为本章包含了这整本书的本质。其余各章都是关于提升你的能力和技巧，但这一章却是基础。
although the topics in this chapter are rarely covered in any project management course, they can be considered as even more fundamental than learning the various disciplines and processes that make up a project managerrsquo;s toolkit. They may be missed because they are obvious, or because they are thought of as rudimentary rather than fundamental. My experience is that the communication skills I describe are the core differentiator between great project managers and the average, and yet are rarely analysed or taught in the specific context of managing projects.
虽然在本章的主题很少覆盖在任何项目管理课程上,但它们可以被认为是比学习各种组成一个合格的项目管理人员的学科和过程更基本的工具包。他们可能会被错过，因为他们是浅显的，又或者因为他们被认为是基本的，而不是根本的。我的经验是，我所说的沟通技能是区分一个好的项目经理和平庸的项目经理的核心标志，而且很少被拿出来在特定的项目管理环境中去分析、讲解。
This chapter aims to make you think about whom you should communicate with, what you need to listen to, and how you should respond. It does have some specific answers, but it also poses questions that you need to answer yourself, and which may have different answers in different situations. It is focused as much on how you communicate as on what you communicate, as to be successful you not only need to communicate the right information you need to do it in the right way. If you take only one lesson away from this chapter it should be to think about, plan and execute your communications with care,effort and impact. Do not forget it because it seems so self-evident.
本章的目的是让你思考你应该和谁联系，你要倾听什么，你应该如何回应他人。这些问题有一些特定的答案，但也有一些只有你自己才能回答的问题，而且在不同的情境下可能会有不同的答案。本章更多地关注在你如何沟通交流而不是你交流什么，比如，要既得成功，你不仅需要传达正确的信息，你还需要以正确的方式去传达。如果你只能从这一章中学习到一点内容，那就应该是细心思考、周全计划、贯彻执行你的沟通交流。千万不要因为它看起来是不证自明的事实而忘记它。
The chapter is broken into three sections. I first look at understanding the audience you are meant to communicate with, then I look at the things you need to listen to from your customer, and finally I cover the key communication skills a project manager should possess. Some of the project management concepts that involve communications will not be dealt with in detail until later chapters, but I have decided to cover communications first as it is the framework that underpins and surrounds everything else. Without adequate communication skills you will never succeed.
这一章分为三个部分。我首先关注在如何理解那些你将要去交流的听众，然后我的关注点是在你需要从你的客户身上听取到那些信息，而最后我将揭示一名项目经理应具备的关键的沟通技巧。一些涉及到沟通的项目管理的学说通常都会在后面的章节才详细介绍到沟通，但我却决定将沟通放在首位来讲，因为它支撑着我们周围的一切。如果没有足够的沟通技巧，你永远不会成功。
Your audience - whom you must listen and talk to
Key lesson
Identify and assess your audiencersquo;s information needs. Identify who is your customer and plan your interaction with them.
This section briefly looks at whom you need to communicate with and why. All too frequently project managers regard communications as a painful overhead and not as the core task that it is. lsquo;i am so busy talking go people that I do not have time go get on with my day jobrsquo; is a familiar complaint that misses the point that talking to people is the central part of a project managerrsquo;s workload.
你的听众——谁是你一定要倾听和交谈的对象
重点知识：
识别和评估你的听众的信息需求。确定谁是你的客户和做好和他们交流的计划。
这部分内容简略地介绍了你需要联系谁，为什么要联系他们。所有过于繁忙的项目经理都视沟通为一项痛苦的开销而不是一个核心的工作内容。“我一旦与人交谈，我就没有时间继续我的日常工作了”这是一个常见的抱怨，但说这句话的人忽略了一点，与人交谈是一名项目经理全部工作中最为核心的部分。
In most situations either we communicate with whoever we intuitively feel we need to communicate with, or we respond to a specific stimulus to talk. We do not often sit down and independently ask ourselves so who is it that I need to be in dialogue with now? It is true that much of good communications needs to be intuitive to project managers, and any good project manager will have built up fro experience mental triggers to begin communications when starting out on a new piece of work. You may even now be thinking isnrsquo;t it obvious who I need to talk to? The purpose of this section is not to confirm what is already clear to you , but to make you think and plan your communications explicitly. The truth is that intuition is usually at best incomplete, and at worst flawed. Some key communications will be missed if you wait for external triggers. You need to plan them out. Frequently project managers rely too heavily on their reflexes. Good project managers are often great instinctive communicators, but they also plan through and make sure they have covered all their bases when it comes to communications. On a big project, thinking through and planning whom to communicate with is a worthwhile use of significant amounts of project management time.
在大多数情况下我们和一个人沟通只是我们直觉上觉得我们需要沟通，或者说我们其实是
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