 |
…projects don’t go wrong so much as they start wrong.
|
019 |
 |
Planning is working on the project. Progress in planning is progress on the project, often the most cost-effective you can achieve. We lose sight of these facts at our peril.
|
034 |
 |
…estimates aren’t intended to be accurate; they are intended to sell the project.
|
035 |
 |
We should be careful not to see psychology and politics as separate forces; they can be mutually reinforcing and typically are in big projects.
|
040 |
 |
Projects are not goals in themselves. Projects are how goals are achieved.
|
050 |
 |
…projects have to start with the customer experience and work backwards to the technology.
|
050 |
 |
Try, learn, again. Whatever the project or the technology, it’s the most effective path to a plan that delivers.
|
079 |
 |
…we do not make the most of experience because we do not appreciate how deeply experience can enrich judgment and improve project planning and leadership.
|
081 |
 |
…experience is what elevates the best project leaders… above the rest.
|
091 |
 |
Most big projects are not the first, tallest, biggest, or anything else too remarkable.
|
095 |
