新项目恐慌
我有一个问题，严格来说与编程无关，但仍然是由于同时担任分析师和程序员而引起的。
这是关于启动似乎不可行的新项目，因为它们具有未知的领域、缺乏规范和/或需要我不熟悉的技术。当我处理这样的项目时，我会感到某种恐慌，然后当我继续理解领域和技术时，我会放松下来。
这是你经历过的事情吗？你如何应对？
I have a question which is not strictly-speaking programming related, but nevertheless caused by being an analyst and a programmer at the same time.
It's about starting new projects which seem to be unfeasible, because they have an unknown domain, lack specifications, and/or require technology which I am not familiar with. I get some sort of panic when I approach such a project, and then relax as I proceed along with domain and technology understanding.
Is this something you experience? How do you cope with it?
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据我所知，尝试遏制和控制项目中人为因素的最佳方法是清楚地了解自己的流程。
从一些领域驱动设计开始，与用户合作并帮助他们了解他们的领域以及围绕该领域的业务流程。通常，开发人员比经理/业务人员更擅长抽象，因此我们通常可以帮助他们了解自己的领域。
建立一套验收标准，这些标准构成您的测试，而这些测试实际上构成您的规范。
一旦您了解了上述内容，您就会更多地了解可行性以及需要多长时间（即使已指定的技术是正确的）
至于采用新技术，请从小处开始，构建概念验证并在那里犯错误，而不是在生产代码上犯错误。网络上有大量的最佳实践，像 StackOverflow 这样的地方是很好的起点。
我建议以敏捷的方式工作，让项目所有者优先考虑需要完成的工作，找出接下来两周冲刺所需的内容并交付它（这可能意味着取消很多功能）。他们会在错误时告诉您，这可能会影响他们自己的决策。
不要将整个项目视为一个令人讨厌的整体，而是将其分解为可交付的部分，一次一个步骤。
The best way that I know of to try to contain and control the human factors in a project is to have a clear idea of your own processes.
Start with some Domain Driven Design, work with the users and help them to understand their domain and the business processes that surround the domain. Often developers are far better at abstraction than the managers/business people so we can often help them to understand their own domain.
Build up a set of acceptance criteria, these form your tests which actually form your spec.
Once you have an idea of the above you know much more about feasibility and how long it will take (and even if the technology that has been specified is the right one)
As for approaching new technologies, start small, build a proof of concept and make your mistakes there rather than on production code. There is a huge amount of best practice on the web and places like StackOverflow are good places to start.
I would suggest working in an agile fashion, get the project owners to prioritise the work that needs to be done, work out what is needed for the next two week sprint and deliver it (which may mean stubbing out a lot of functionality). They'll tell you when it is wrong and it may influence their own decision making.
Don't view the entire project as a nasty whole, break it down into deliverable sections and one step at a time.
冷静。
如果该项目最初不可行（即使只是在您自己看来），那么就从可行性研究开始。这是一个子项目，您将用它来定义项目（或至少是下一个子项目）。
您已经在可行性研究中定义了几项主要任务：了解该领域、编写一些规范、充分了解新技术。
至于我，不，我从不对这种情况感到恐慌，我喜欢从一张白纸开始，经验教会了我如何快速开始填写它。
因此，深吸几口平静的呼吸，然后投入其中。
Calm down.
If the project is initially infeasible (even if only in your own mind) then start with a feasibility study. This is a sub-project with which you will define the project (or at least the next sub-project).
You've already defined several major tasks within the feasibility study: learn about the domain, write some specifications, learn enough about the new technologies.
As for me, no I never panic about this sort of situation, I love starting with a blank sheet of paper, and experience has taught me how to start filling it in real quick.
So, take a few deep calming breaths and jump in.
是的，我一直有这种感觉。但我始终认为技术就像工具。一旦你掌握了如何处理，剩下的就很容易了。
Yep, I get this felling all the time. But I always think that technologies are like tools. Once you got how to handle then, the rest will be easy.
每当我感觉不舒服的时候，灾难就潜伏了！就像吃大象一样，一次只吃一口。做一些你确实理解的部分，这为下一步提供了线索。
Whenever I don't feel like that is when disaster lurks! It's like eating an elephant, just do it one bite at a time. Do some part you do understand, and that gives a handle to the next bit.
我认为这也是我们开始生活的方式。只要您有信心能够成功，只要坚持下去，您就会发现事情正在朝着对您有利的方向发展：
一切顺利！！！
I think that's how we start our life too. As long as you are confident that you can pull it off, just stick to it and you will see that things are working in your favor provided:
All the best!!!
通常，这些不可行的项目的问题在于，客户的预算有限，并且在您完成可行性研究之前就会破产。在这种情况下，也许值得从技术上退一步，看看经济学。分包给具有所需知识的人可能会减轻痛苦。
Often the trouble with these infeasible projects is that the client is on a limited budget and will go bust before you complete your feasibility study. In this case it might be worth taking a step back from technology and looking at economics. May be sub-contracting to someone with the required knowledge will ease the pain.