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How Big Things Get Done:
…in both planning and delivery, there is no better asset for a big project than an experienced leader with an experienced team.
|
091 |
|
|
How Big Things Get Done:
Most big projects are not the first, tallest, biggest, or anything else too remarkable.
|
095 |
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|
How Big Things Get Done:
When something works, keep it. When it doesn’t, get rid of it. Try, learn, again. And again, And again, Let the plan evolve.
|
095 |
|
|
How Big Things Get Done:
When delivery fails, efforts to figure out why tend to focus exclusively on delivery. That’s understandable, but it’s a mistake.
|
098 |
|
|
How Big Things Get Done:
…the root cause of why delivery fails often lies outside delivery, in forecasting, years before delivery was even begun.
|
099 |
|
|
How Big Things Get Done:
Use a good anchor, and you greatly improve your chance of making a good forecast; use a bad anchor, get a bad forecast.
|
102 |
|
|
How Big Things Get Done:
…research revealed that people will anchor in almost any number they happen to be exposed to prior to making their forecast.
|
102 |
|
|
How Big Things Get Done:
In big organizations there’s almost always somebody with a sense of realism.
|
103 |
|
|
How Big Things Get Done:
To create a successful project estimate, you must get the anchor right.
|
104 |
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|
How Big Things Get Done:
Whatever sets a project apart, it shares other characteristics with projects in its class.
|
105 |
