 |
There is no better thing you can do for yourself when beginning a project than to realistically define the essentials for you on a project.
|
79 |
 |
…if your essentials are met, the project can succeed. If they are not met, the project can only fail.
|
79 |
 |
…it is in your and the client’s best interests to refuse projects that do not have a reasonable chance for success.
|
95 |
 |
There may be enthusiasm about the purpose of a project but at the same time some resistance to actually fleshing out what fulfilling it in the real world might look like.
|
80 |
 |
…how you decide to group your projects is not nearly as critical as ensuring that your inventory is complete, current, and assessed sufficiently to get it off you mind.
|
165 |
 |
…virtually all of us could be doing more planning, more informally and more often, of our projects and our lives.
|
227 |
 |
A key idea driving agile project management is that humans are naturally pretty good at planning.
|
157 |
 |
After interviewing the experts and organizing your notes, the most important part of your project should jump right out of your map, almost like a crack in the earth.
|
84 |
 |
It makes intuitive sense and jibes with experience that the estimation error early in a project is larger than the estimation error near the end of a project.
|
203 |
 |
Since intrinsic drives are strongest, people will work most passionately and effectively on projects they choose for themselves.
|
194 |
