|
|
How Big Things Get Done:
The more insured you want to be, the more money you have to set aside.
|
125 |
|
|
How Big Things Get Done:
Put simply, the typical project is one in which costs are underestimated and benefits are overestimated.
|
137 |
|
|
How Big Things Get Done:
…what matters isn’t the performance of any one project but how a whole portfolio of projects performs.
|
137 |
|
|
How Big Things Get Done:
There are always other costs – costs that never appear on any spreadsheet – when a project spirals out of control.
|
139 |
|
|
How Big Things Get Done:
We do not have to be desperate to be creative.
|
140 |
|
|
How Big Things Get Done:
When stakes and stress are low, we are freer to wonder, try, and experiment. Planning is creativity’s natural habitat.
|
141 |
|
|
How Big Things Get Done:
Take time to develop ideas. Take time to spot and correct problems. Do it on the drafting table, not the construction site.
|
142 |
|
|
How Big Things Get Done:
We perform at our best when we feel united, empowered, and mutually committed to accomplishing something worthwhile.
|
147 |
|
|
How Big Things Get Done:
Psychological safety boosts morale, fosters improvements, and ensures that, in Andrew Wolstenholme’s words, ‘bad news travels fast’ – so that problems can be tackled quickly.
|
153 |
|
|
How Big Things Get Done:
Anything bespoke is expensive and slow to make, like a tailored suit.
|
160 |
