 |
To create a successful project estimate, you must get the anchor right.
|
104 |
 |
Whatever sets a project apart, it shares other characteristics with projects in its class.
|
105 |
 |
…things almost never go according to plan. On big projects, they don’t even come close.
|
107 |
 |
Old project data are seldom considered a valuable resource and collected…planners and managers have a mindset that is focused on the future, not the past.
|
112 |
 |
…you should err on the side of caution and assume that your project is part of a fat-tailed distribution, because this is more likely to be the case than not.
|
117 |
 |
…projects seldom nosedive for a single reason.
|
119 |
 |
Put simply, the typical project is one in which costs are underestimated and benefits are overestimated.
|
137 |
 |
…what matters isn’t the performance of any one project but how a whole portfolio of projects performs.
|
137 |
 |
There are always other costs – costs that never appear on any spreadsheet – when a project spirals out of control.
|
139 |
 |
Small is good. For one thing, small projects can be simple.
|
161 |
