 |
…learning whether we have delivered a valuable thing or not will come not from us; it comes from the customer.
|
293 |
 |
…companies that genuinely care about accountability track the results delivered versus the promises made…
|
009 |
 |
In all businesses there are occasional situations where something important must be delivered by a specific deadline date.
|
033 |
 |
…the more time that passes from the decision to do a project to its delivery, the greater their probability [of failure].
|
013 |
 |
Planning is a safe harbor. Delivery is venturing across the storm-tossed seas.
|
018 |
 |
…as certain as the low of gravity, challenges ignored during planning will eventually boomerang back as delays and cost overruns during delivery.
|
027 |
 |
Try, learn, again. Whatever the project or the technology, it’s the most effective path to a plan that delivers.
|
079 |
 |
…in both planning and delivery, there is no better asset for a big project than an experienced leader with an experienced team.
|
091 |
 |
When delivery fails, efforts to figure out why tend to focus exclusively on delivery. That’s understandable, but it’s a mistake.
|
098 |
 |
…the root cause of why delivery fails often lies outside delivery, in forecasting, years before delivery was even begun.
|
099 |
