Break work into projects. Once work is quantified, it must be broken up into discrete parts to allow for varying time commitments. Instead of thinking in terms of broad functions like the head of marketing, finance, corporate development or sales, a firm needs to define key roles in terms of specific, measurable tasks.

第二，将工作分解成小项目。一旦工作被量化，它就必须被分解成各个独立部分以适应不同的时间投入要求。公司需要以具体、可衡量的任务来定义重要职位，而不是从市场主管、财务主管、业务开发或销售主管等广义的职能来考虑。

Once you think of work as a series of projects, it's easy to see how people can tailor how much to take on. The growth of consulting and outsourcing came precisely when firms realized they could carve work into projects that could be done more effectively outside. The next step is to design internal roles in smaller bites, too. An experienced marketer for a pharma company could lead one major drug launch, for example, without having to oversee all drug launches. Instead of managing a portfolio with 10 products, a senior person could manage five. If a client-service executive working five days a week has a quota of 10 deals a month, then one who chooses to work three days a week has a quota of only six. Lower the quota but not the quality of the work or the executive's seniority.

一旦把工作当成一系列项目看待，就很容易看出人们应该如何选择工作量。咨询和外包服务就是在各公司意识到可以将工作分成项目，且外包出去更有效率的情况下发展起来的。它的下一步就是内部职能的细化。例如，制药公司一名经验丰富的营销人员可以主管一个大的药品推广项目，而不用负责所有的药品推广。高级职员可以管理包括五个产品的项目而不是10个。如果一位每周工作五天的客户服务高管每个月有10项交易的任务，那么选择每周工作三天的人就只有六项交易的任务。任务减少了，但工作质量和执行人员的资历并不会改变。

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