风险一直是项目经理的头疼问题，处理糟糕的客户关系是一种风险，交付范围是风险，需求变化是风险，团队合作是风险，有时许多风险汇集在一起，使项目管理变得薄弱，轻微的疏忽会导致项目失败。

Risk has always been a headache for project managers. Dealing with bad customer relationship is a kind of risk. Delivery scope is a kind of risk, demand change is a kind of risk, and team cooperation is a kind of risk. Sometimes many risks come together and make project management weak. Slight negligence will lead to project failure.

除了真正的风险之外，还有许多项目受到“想象中的风险”的困扰。换句话说，许多风险并非无法解决，但我们认为我们无法解决这些风险。

In addition to the real risks, many projects are plagued by "imaginary risks". In other words, many risks are not insurmountable, but we don't think we can solve them.

在我的上一个项目中，客户负责算法，交付团队负责应用程序，在交付前不到三个星期，团队建议客户的算法存在一些错误，这些错误会导致我们无法解决的问题，因此报告出现了高风险警告，并且出现了悲观情绪，认为该项目将不可避免地发生失败。

In my last project, the customer was responsible for the algorithm, and the delivery team was responsible for the application. Less than three weeks before the delivery, the team suggested that the customer's algorithm had some errors, which would lead to problems that we could not solve. Therefore, the report gave a high-risk warning, and there was pessimism that the project would inevitably fail.

后来，我们做了排序和原因分析的问题，但结果却出乎意料。我们发现大多数问题都来自应用程序，解析外部输入的应用程序太脆弱了，并且没有良好的容错机制，应用程序读取算法设置错误的参数。

Later, we did the sorting and cause analysis, but the result was unexpected. We found that most of the problems come from the application. The application that parses the external input is too fragile, and there is no good fault tolerance mechanism. The application read algorithm sets the wrong parameters.

换句话说，团队陷入了他们为自己挖的坑，我们还整理并记录了所有基于感觉的问题。项目结束后，每个人都一起审查。对每个人来说，这是一次深刻的教育。

In other words, the team got stuck in the hole they dug for themselves, and we collated and documented all the sensory based questions. At the end of the project, everyone reviews it together. For everyone, this is a profound education.

在项目交付过程中，团队可能面临各种复杂性。有时需要急于学习，有时候需要加班，这些挑战可能会成为团队的压力。在压力下，团队可能会改变。悲观，当一个人的悲观情绪成为一群人的悲观情绪时，团队失去了对风险的客观判断，在这个时候，需要的是事实。

In the process of project delivery, the team may face various complexities. Sometimes you need to be eager to learn, sometimes you need to work overtime. These challenges may become the pressure of the team. Under pressure, the team can change. Pessimism, when a person's pessimism becomes a group of people's pessimism, the team loses the objective judgment of risk. At this time, what is needed most is the fact.

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