|
|
How Big Things Get Done:
…18 percent of IT projects have cost overruns above 50 percent in real terms.
|
010 |
|
|
How Big Things Get Done:
If your project is ambitious and depends on other people and many parts, it is all but certain that your project is embedded in complex systems.
|
012 |
|
|
How Big Things Get Done:
…the more time that passes from the decision to do a project to its delivery, the greater their probability [of failure].
|
013 |
|
|
How Big Things Get Done:
From the dramatic to the mundane to the trivial, change can rattle or ruin a project – if it occurs during the window of time when the project is ongoing.
|
015 |
|
|
How Big Things Get Done:
Planning is a safe harbor. Delivery is venturing across the storm-tossed seas.
|
018 |
|
|
How Big Things Get Done:
Planning requires thinking – and creative, critical, careful thinking is slow.
|
018 |
|
|
How Big Things Get Done:
Think slow, act fast: That’s the secret of success.
|
018 |
|
|
How Big Things Get Done:
…projects don’t go wrong so much as they start wrong.
|
019 |
|
|
How Big Things Get Done:
A project that enters [the ‘break-fix cycle’] is like a mammoth stuck in a tar pit.
|
019 |
|
|
How Big Things Get Done:
…as certain as the low of gravity, challenges ignored during planning will eventually boomerang back as delays and cost overruns during delivery.
|
027 |
