25 December 2012

Project Management: Project Management (Just the Quotes)

"Project management is becoming more important as equipment, systems, and projects become more complex." (Bud Porter-Roth, "Proposal Development", 1955)

"The classical vertical arrangement for project management is characterized by an inherent self-sufficiency of operation. It has within its structure all the necessary specialized skills to provide complete engineering capabilities and it also has the ability to carry on its own laboratory investigations, preparation of drawings, and model or prototype manufacture. (Penton Publishing Company, Automation Vol 2, 1955)

"The accuracy of estimates is a function of the stage of development (i.e. estimates improve as development of the item progress). This also means that estimates for development projects representing only 'modest advances' tend to be better than for more ambitious projects." (A W Marshall & W H Meckling, "Predictability of the Cost, Time and Success of Development", [Report P-1821] 1959)

"The difficulty in project management is how to apply competition between task efforts and between subtask efforts when such things as the task managers' work, schedules, and budgets are all different." (John S Baumgartner, "Project Management", 1963)

"If a given task depends on the completion of other assignments in other functional areas, and if it will, in turn, affect the cost or timing of subsequent tasks, project management is probably called for." (American Management Association, "Management Review", 1966)

"Basic to successful project management is recognizing when the project is needed - in other words, when to form a project, as opposed to when to use the regular functional organization to do the job." (David I Cleland & William R King, Systems Analysis and Project Management, 1968)

"Project management is not universally applicable. The utility of the idea depends on the magnitude of the effort, the complexity, the degree of unfamiliarity and interrelatedness, and the concern with the organization's reputation." (David I Cleland & William R King, "Systems Analysis and Project Management", 1968)

"Project management is needed only for situations which are out of the ordinary; but when the need exists, this may often be the only way by which the task may be handled successfully. These situations require a different attitude on the part of the top management, the undivided attention of a project manager and different methods for control and communications than those used in the normal routine business situation. […] Pure project management assigns complete responsibility for the task and resources needed for its accomplishment to one project manager. The organization of a large project, though it will be dissolved upon completion of the task, operates for its duration much like a regular division and is relatively independent of any other division or staff group." (Executive Sciences Institute, Operations Research/Management Science Vol 6, 1964)

"Project management is clearly a part of software engineering, and its effective employment plays a major role in reducing the problems associated with delivering software within estimated time and cost." (Richard H Thayer & John H. Lehman, Software Engineering Project Management, 1977)

"If a high degree of certainty exists concerning all major events, operations, and outcomes, project management is not essential." (John R. Adams et al, "Managing by Project Management", 1979)

"The acceptance of project management has not been easy, however. Many executives are not willing to accept change and are inflexible when it comes to adapting to a different environment." (Harold Kerzner, "Project Management", 1979)

"Generally, project management is distinguished from the general management of corporations by the mission- oriented nature of a project. A project organization will generally be terminated when the mission is accomplished." (Chris Hendrickson & Tung Au, "Project Management for Construction", 1989)

"An important part of project management is keeping track of thoughts, assumptions, suggestions, limitations, and the myriad related details of the project." (InfoWorld Vol. 12 (17), 1990)

"Project management is the art of creating the illusion that any outcome is the result of a series of predetermined, deliberate acts when, in fact, it was dumb luck." (Harold Kerzner, "Project Management: A Systems Approach to Planning, Scheduling, and Controlling", 2009)

"Effective project and program management involves more than strict adherence to a prescriptive methodology. Leadership skills, judgement, common sense, initiative, effective communication, negotiation skills and a broad perspective on the surrounding environment are all essential. Project and program management is a creative and collaborative process." (Peter Shergold, "Learning from Failure", 2015)

Project Management: Project Failure (Just the Quotes)

"Rushing into action, you fail.
Trying to grasp things, you lose them.
Forcing a project to completion,
you ruin what was almost ripe."
(Lao Tzu, "Tao Te Ching", cca. 6th-century BC)

"In many ways, project management is similar to functional or traditional management. The project manager, however, may have to accomplish his ends through the efforts of individuals who are paid and promoted by someone else in the chain of command. The pacing factor in acquiring a new plant, in building a bridge, or in developing a new product is often not technology, but management. The technology to accomplish an ad hoc project may be in hand but cannot be put to proper use because the approach to the management is inadequate and unrealistic. Too often this failure can be attributed to an attempt to fit the project to an existing management organization, rather than molding the management to fit the needs of the project. The project manager, therefore, is somewhat of a maverick in the business world. No set pattern exists by which he can operate. His philosophy of management may depart radically from traditional theory." (David I Cleland & William R King, "Systems Analysis and Project Management", 1968)

"A project is only as sound as its weakest assumption, or its largest uncertainty." (Robert Heller, "The Naked Manager: Games Executives Play", 1972)

"Faced with a decision, always ask one implacable question: If this project fails, if the worst comes to the worst, what will be the result? If the answer is total corporate disaster, drop the project. If the worst possible outcome is tolerable, say, break-even, the executive has the foundation of all sound decision making - a fail-safe position." (Robert Heller, "The Naked Manager: Games Executives Play", 1972)

"Even when you have skilled, motivated, hard-working people, the wrong team structure can undercut their efforts instead of catapulting them to success. A poor team structure can increase development time, reduce quality, damage morale, increase turnover, and ultimately lead to project cancellation." (Steve McConnell, "Rapid Development", 1996)

"Software projects fail for one of two general reasons: the project team lacks the knowledge to conduct a software project successfully, or the project team lacks the resolve to conduct a project effectively." (Steve C McConnell, "Software Project Survival Guide", 1997)

"Today, excellent companies realize that project failures have more to do with behavioral shortcomings - poor employee morale, negative human relations, low productivity, and lack of commitment." (Harold Kerzner, "In search of excellence in project management", 1998)

"Project failures are not always the result of poor methodology; the problem may be poor implementation. Unrealistic objectives or poorly defined executive expectations are two common causes of poor implementation. Good methodologies do not guarantee success, but they do imply that the project will be managed correctly." (Harold Kerzner, "Strategic Planning for Project Management using a Project Management Maturity Model", 2001)

"Success or failure of a project depends upon the ability of key personnel to have sufficient data for decision-making. Project management is often considered to be both an art and a science. It is an art because of the strong need for interpersonal skills, and the project planning and control forms attempt to convert part of the 'art' into a science." (Harold Kerzner, "Strategic Planning for Project Management using a Project Management Maturity Model", 2001)

"Today, most project management practitioners focus on planning failure. If this aspect of the project can be compressed, or even eliminated, then the magnitude of the actual failure, should it occur, would be diminished. A good project management methodology helps to reduce planning failure. Today, we believe that planning failure, when it occurs, is due in large part to the project manager’s inability to perform effective risk management." (Harold Kerzner, "Strategic Planning for Project Management using a Project Management Maturity Model", 2001)

"When unmeetable expectations are formed, failure is virtually assured, since we have defined failure as unmet expectations. This is called a planning failure and is the difference between what was planned to be accomplished and what was, in fact, achievable. The second component of failure is poor performance or actual failure. This is the difference between what was achievable and what was actually accomplished. […] Perceived failure is the net sum of actual failure and planning failure. […] Planning failure is again assured even if no actual failure occurs. In both of these situations (overplanning and underplanning), the actual failure is the same, but the perceived failure can vary considerably." (Harold Kerzner, "Strategic Planning for Project Management using a Project Management Maturity Model", 2001)

"You need to identify and terminate infeasible projects early. Sending a message to project managers that project termination threatens their career will tempt them to continue projects that should die” (Barry Bohem,"Project termination doesn't equal project failure", Computer, 34 (9),  2001)

"Projects fail because of context, not because of content.[...] the traditional emphasis in project management on the technical issues of the project (content) has led to a legacy of an extremely poor set of tools, techniques, and tips for managing the complex of people, political, and other 'softer' issues that make up the context of the project." (Rob Thomsett, "Radical Project Management", 2002)

"Agile development methodologies promise higher customer satisfaction, lower defect rates, faster development times and a solution to rapidly changing requirements. Plan-driven approaches promise predictability, stability, and high assurance. However, both approaches have shortcomings that, if left unaddressed, can lead to project failure. The challenge is to balance the two approaches to take advantage of their strengths and compensate for their weaknesses." (Barry Boehm & Richard Turner, "Observations on balancing discipline and agility", Agile Development Conference, 2003)

"As hard as it is to find good ideas, it's even more difficult to manage them. While the project is humming along, vision document in place and a strong creative momentum moving forward, there is another level of thinking that has to occur: how will the designs and ideas translate into decisions? Even if good designs and ideas are being investigated, and people are excited about what they're working on, the challenge of convergence toward specifications remains. If a shift of momentum toward definitive design decisions doesn't happen at the right time and isn't managed in the right way, disaster waits. For many reasons, project failure begins here." (Scott Berkun, "The Art of Project Management", 2005)

"Projects are complex non-linear systems and have significant inertia. If you wait to see acute problems before taking action, you will be too late and may make things worse." (Scott Berkun, "Making Things Happen: Mastering Project Management", 2005)

"Any effort at large-scale reorganization - that is, any project spanning more than two years and, more generally, anything that has not already been done - is inevitably doomed to failure." (Corinne Maier, "Bonjour Laziness: Why Hard Work Doesn't Pay", 2007)

"Stakeholder management to me is key, as success or failure is in the eye of the beholder. Time, cost and quality fall prey to the perceptions of the key stakeholders, who may have nothing to do with the running of the project." (Peter Parkes, "NLP for Project Managers", 2011)

"Reading reviews of failure can be a dispiriting exercise. It can also create a distorted perception of reality. Reform of the implementation of large programs and projects should not just be based on a litany of what has gone wrong. Many things go right and, for that very reason, go unnoticed." (Peter Shergold, "Learning from Failure", 2015)

"Complexity is one of the causes of failing projects; failing to split the project into smaller tasks also causes software quality issues or project failure. Complexity can also be caused by the size of the  project; if the project is too big, there is a huge possibility that the project may become complex and complicated." (Abu S Mahfuz,"Software Quality Assurance", 2016)

"A correct and sanity-checked judgment of both the financial and logistic feasibility of a project is absolutely critical to its eventual outcome; get it wrong and a failed project is almost guaranteed. In support of this statement we can refer to the contents of a number of serious ­academic studies which support the idea that two of the chief causes of the failure, particularly the financial failure, of major infrastructure ­projects are optimism bias and strategic misrepresentations. […] Optimism bias means that the original project sponsors and planners fooled themselves that the project would be easy and could be completed within a 'back-of-the-envelope' budget, perhaps because they didn’t have the experience to know it would be difficult and expensive, or perhaps they didn’t want to know. Strategic misrepresentations mean that even if they did know it would be more difficult and expensive than their published estimate, they lied about it so that the Public, the Banks, and Politicians, would support the idea." (Tony Martyr, "Why Projects Fail", 2018)

"No project should be allowed to proceed without clear specification and acceptance  criteria, that are understood by all participants." (Tony Martyr, "Why Projects Fail", 2018)

"[...] consistently good project results are hard to come by, yet most organisations continue to think they’re doing a great job. It’s got to the stage where project failure has become so commonplace that we’ve started to see it as success, or we just aren’t seeing clearly at all." (Tony Martyr, "Why Projects Fail", 2018)

"Every year more than two-thirds of projects are considered failures, and most organisations would not be surprised by this statistic. In most cases, however, failure was the result of not making a hard decision."  (Colin D Ellis, "The Project Book", 2019)

"Organisations whose IT projects failed usually deployed recognisable project management methodologies; the reasons for failure were invariably to do with failures of project governance rather than simply of operational management." (Alan Calder, "ISO/IEC 38500: A pocket guide" 2nd Ed, 2019)

"Part of the problem is that we take project failure personally, seeing it as a stain on our reputation. It’s worth remembering that while a project may fail, this doesn’t make you a failure as a leader. In fact, the research shows that those who embrace failure become much more resilient and make better decisions as a result, so in that sense failure can only be a good thing." (Colin D Ellis, "The Project Book", 2019)

"Remember, though, there are only two reasons for project failure: poor project sponsorship and poor project management. And given that the buck stops with you, you could argue there’s only one reason for project failure." (Colin D Ellis, "The Project Book", 2019)

"A project is usually considered a failure if it is late, is over budget, or does not meet the customer’s expectations. Without the control that project management provides, a project is more likely to have problems with one of these areas. A problem with only one constraint (scope, schedule, cost, resources, quality, and risk) can jeopardize the entire project." (Sandra F Rowe, "Project Management for Small Projects" 3rd Ed., 2020)

19 December 2012

Project Management: Quality (Just the Quotes)

"Managers jeopardize product quality by setting unreachable deadlines. They don’​​​​​​t think about their action in such terms; they think rather that what they’​​​​​​re doing is throwing down an interesting challenge to their workers, something to help them strive for excellence." (Tom DeMarco & Timothy Lister, "Peopleware: Productive Projects and Teams", 1987)

"People under time pressure don’​​​​​​t work better - ​​​​​​they just work faster. In order to work faster, they may have to sacrifice the quality of the product and of their own work experience." (Tom DeMarco & Timothy Lister, "Peopleware: Productive Projects and Teams", 1987)

"The [software] builders’​​​​​​ view of quality, on the other hand, is very different. Since their self-esteem is strongly tied to the quality of the product, they tend to impose quality standards of their own. The minimum that will satisfy them is more or less the best quality they have achieved in the past. This is invariably a higher standard than what the market requires and is willing to pay for." (Tom DeMarco & Timothy Lister, "Peopleware: Productive Projects and Teams", 1987)

"Even when you have skilled, motivated, hard-working people, the wrong team structure can undercut their efforts instead of catapulting them to success. A poor team structure can increase development time, reduce quality, damage morale, increase turnover, and ultimately lead to project cancellation." (Steve McConnell, "Rapid Development", 1996)

"Issues of quality, timeliness and change are the conditions that are forcing us to face up to the issues of enterprise architecture. The precedent of all the older disciplines known today establishes the concept of architecture as central to the ability to produce quality and timely results and to manage change in complex products. Architecture is the cornerstone for containing enterprise frustration and leveraging technology innovations to fulfill the expectations of a viable and dynamic Information Age enterprise." (John Zachman, "Enterprise Architecture: The Issue of The Century", 1997)

"The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people to do a better job with less effort." (W Edwards Deming, "Out of the Crisis", 2000)

"Stakeholder management to me is key, as success or failure is in the eye of the beholder. Time, cost and quality fall prey to the perceptions of the key stakeholders, who may have nothing to do with the running of the project." (Peter Parkes, "NLP for Project Managers", 2011)

"Complexity is one of the causes of failing projects; failing to split the project into smaller tasks also causes software quality issues or project failure. Complexity can also be caused by the size of the  project; if the project is too big, there is a huge possibility that the project may become complex and complicated." (Abu S Mahfuz,"Software Quality Assurance", 2016)

"A project is usually considered a failure if it is late, is over budget, or does not meet the customer’s expectations. Without the control that project management provides, a project is more likely to have problems with one of these areas. A problem with only one constraint (scope, schedule, cost, resources, quality, and risk) can jeopardize the entire project." (Sandra F Rowe, "Project Management for Small Projects" 3rd Ed., 2020)

18 December 2012

Project Management: Estimation (Just the Quotes)

"Programmers seem to be a bit more productive after they’​​​​​​ve done the estimate themselves, compared to cases in which the manager did it without even consulting them." (Tom DeMarco & Timothy Lister, "Peopleware: Productive Projects and Teams", 1987)

"[The common definition of estimate is] 'the most optimistic prediction that has a non-zero probability of coming true' [...] Accepting this definition leads irrevocably toward a method called what's-the-earliest-date-by-which-you-can't-prove-you-won't-be-finished estimating" (Tom DeMarco & Timothy Lister, "Peopleware: Productive Projects and Teams", 1987)

"Because one has to be an optimist to begin an ambitious project, it is not surprising that underestimation of completion time is the norm." (Fernando J Corbató, "On Building Systems That Will Fail", 1991)

"Be sure you understand whether you're presenting uncertainty in an estimate or uncertainty that affects your ability to meet a commitment." (Steve McConnell, "Software Estimation: Demystifying the Black Art", 2006)

"Don't expect better estimation practices alone to provide more accurate estimates for chaotic projects. You can't accurately estimate an out-of-control process." (Steve McConnell, "Software Estimation: Demystifying the Black Art", 2006)

"Don't intentionally underestimate. The penalty for underestimation is more severe than the penalty for overestimation. Address concerns about overestimation through planning and control, not by biasing your estimates." (Steve McConnell, "Software Estimation: Demystifying the Black Art", 2006)

"Not all estimation methods are equal. When looking for convergence or spread among estimates, give more weight to the techniques that tend to produce the most accurate results." (Steve McConnell, "Software Estimation: Demystifying the Black Art", 2006)

"The primary purpose of software estimation is not to predict a project's outcome; it is to determine whether a project's targets are realistic enough to allow the project to be controlled to meet them." (Steve McConnell, "Software Estimation: Demystifying the Black Art", 2006)

"Treat estimation discussions as problem solving, not negotiation. Recognize that all project stakeholders are on the same side of the table. Everyone wins, or everyone loses." (Steve McConnell, "Software Estimation: Demystifying the Black Art", 2006)


05 December 2012

Quality Management: Quality (Just the Quotes)

"Quality is never an accident; it is always the result of intelligent effort." (John Ruskin, "Seven Lamps of Architecture", 1849)

"It is most important that top management be quality-minded. In the absence of sincere manifestation of interest at the top, little will happen below." (Joseph M Juran, "Management of Inspection and Quality Control", 1945)

"Data are of high quality if they are fit for their intended use in operations, decision-making, and planning." (Joseph M Juran, 1964)

"The management of a system has to deal with the generation of the plans for the system, i. e., consideration of all of the things we have discussed, the overall goals, the environment, the utilization of resources and the components. The management sets the component goals, allocates the resources, and controls the system performance." (C West Churchman, "The Systems Approach", 1968)

"When a product is manufactured by workers who find their work meaningful, it will inevitably be a product of high quality." (Pehr G Gyllenhammar, "Management", 1976)

"Quality management is a systematic way of guaranteeing that organized activities happen the way they are planned." (Philip B Crosby, "Quality Is Free: The Art of Making Quality Certain", 1977)

"The problem of quality management is not what people don't know about it. The problem is what they think they do know." (Philip B Crosby, "Quality Is Free: The Art of Making Quality Certain", 1977)

"Uncontrolled variation is the enemy of quality." (W Edwards Deming, 1980)

"Almost all quality improvement comes via simplification of design, manufacturing, layout, processes and procedures." (Tom Peters, "Thriving on Chaos", 1987)

"Quality is a matter of faith. You set your standards, and you have to stick by them no matter what. That's easy when you've got plenty of product on hand, but it's another thing when the freezer is empty and you've got a truck at the door waiting for the next shipment to come off the production line. That's when you really earn your reputation for quality." (Ben Cohen, Inc. Magazine, 1987)

"Quality is very simple. So simple, in fact, that it is difficult for people to understand." (Roger Hale, "Quest for Quality", 1987)

"[...] running numbers on a computer [is] easier than trying to judge quality." (Esther Dyson, Forbes, 1987)

"The [quality control] issue has more to do with people and motivation and less to do with capital and equipment than one would think. It involves a cultural change." (Michael Beer, The Washington Post, 1987)

"Cutting costs without improvements in quality is futile." (W Edwards Deming, Forbes, 1988)

"Quality planning consists of developing the products and processes required to meet customer's needs." (Joseph M Juran, "Juran on planning for quality", 1988)

"Quality means meeting customers' (agreed) requirements, formal and informal, at lowest cost, first time every time." (Robert L Flood, "Beyond TQM", 1993)

"Many quality failures arise because a customer uses the product in a manner different from that intended by the supplier." (Joseph M Juran, "The quality planning process", 1999)

"Quality goals that affect product salability should be based primarily on meeting or exceeding market quality. Because the market and the competition undoubtedly will be changing while the quality planning project is under way, goals should be set so as to meet or beat the competition estimated to be prevailing when the project is completed." (Joseph M Juran, "The quality planning process", 1999)

"'Quality' means freedom from deficiencies - freedom from errors that require doing work over again (rework) or that result in field failures, customer dissatisfaction, customer claims, and so on." (Joseph M Juran, "How to think about quality", 1999)

"‘Quality’ means those features of products which meet customer needs and thereby provide customer satisfaction." (Joseph M Juran, "How to think about quality", 1999)

"The anatomy of 'quality assurance' is very similar to that of quality control. Each evaluates actual quality. Each compares actual quality with the quality goal. Each stimulates corrective action as needed. What differs is the prime purpose to be served. Under quality control, the prime purpose is to serve those who are directly responsible for conducting operations - to help them regulate current operations. Under quality assurance, the prime purpose is to serve those who are not directly responsible for conducting operations but who have a need to know - to be informed as to the state of affairs and, hopefully, to be assured that all is well." (Joseph M Juran, "How to think about quality", 1999)

"To attain quality, it is well to begin by establishing the 'vision' for the organization, along with policies and goals. Conversion of goals into results (making quality happen) is then done through managerial processes - sequences of activities that produce the intended results." (Joseph M Juran, "How to think about quality", 1999)

"Our culture, obsessed with numbers, has given us the idea that what we can measure is more important than what we can't measure. Think about that for a minute. It means that we make quantity more important than quality." (Donella Meadows, "Thinking in Systems: A Primer", 2008)

"A model is a representation in that it (or its properties) is chosen to stand for some other entity (or its properties), known as the target system. A model is a tool in that it is used in the service of particular goals or purposes; typically these purposes involve answering some limited range of questions about the target system." (Wendy S Parker, "Confirmation and Adequacy-for-Purpose in Climate Modelling", Proceedings of the Aristotelian Society, Supplementary Volumes, Vol. 83, 2009)

03 December 2012

Project Management: Project Management (Just the Quips)

Change Management

"Anything that can be changed will be changed until there is no time left to change anything."

"Change is inevitable - except from vending machines."

"If project content is allowed to change freely the rate of change will exceed the rate of progress."

"There is no such thing as scope creep, only scope gallop."

Cost Management

"A project ain't over until the fat cheque is cashed."

"Fast - cheap - good: you can have any two."

"For a project manager overruns are as certain as death and taxes."

[Juhani's Law:] "The cost of a compromise will always be more than that of either of the uncompromised alternatives."

"The more ridiculous the deadline the more money will be wasted trying to meet it."

Project Execution

"Activity is not achievement."

"Furious activity does not necessarily equate to progress and is no substitute for understanding."

"Good control reveals problems early - which only means you'll have longer to worry about them."

"If it happens once it's ignorance, if it happens twice it's neglect, if it happens three times it's policy."

"If you can interpret project status data in several different ways, only the most painful interpretation will be correct."

"If you don't know how to do a task, start it, then ten people who know less than you will tell you how to do it."

"Nothing is impossible for the person who doesn't have to do it."

"The person who says it will take the longest and cost the most is the only one with a clue how to do the job."

Project Managers

"A project is one small step for the project sponsor, one giant leap for the project manager."

"All project managers face problems on Monday mornings - good project managers are working on next Monday's problems."

"Everyone asks for a strong project manager - when they get him they don't want him."

"Good project management is not so much knowing what to do and when, as knowing what excuses to give and when."

"Good project managers admit mistakes: that's why you so rarely meet a good project manager."

"Good project managers know when not to manage a project."

"If you're 6 months late on a milestone due next week but nevertheless really believe you can make it, you're a project manager."

"There are no good project managers - only lucky ones."

"Overtime is a figment of the naïve project manager's imagination."

"Powerful project managers don't solve problems, they get rid of them."

"The most successful project managers have perfected the skill of being comfortable being uncomfortable."

"The most valuable and least used PHRASE in a project manager's vocabulary is "I don't know"."

"The most valuable and least used WORD in a project manager's vocabulary is "NO"."

Project Planning 

"A badly planned project will take three times longer than expected - a well planned project only twice as long as expected."

"A change freeze is like the abominable snowman: it is a myth and would anyway melt when heat is applied."

"A minute saved at the start is just as effective as one saved at the end."

"Any project can be estimated accurately (once it's completed)."

Fyfe's Laws: (1) Information necessitating a change in plans will be communicated to the planner after - and only after - the plans are complete. (2) The more innocuous the change in plans appears the great the change will actually be. (3) It is always simpler to start over from scratch than make changes in a plan already started. (4) The more carefully and painstakingly a sample is analyzed the greater the probability it will be found irrelevant.

"If everything is going exactly to plan, something somewhere is going massively wrong."

"If everything seems to be going well, you obviously don't know what's going on.” (Edward Murphy)

"If you can keep your head while all about you are losing theirs, you haven't understood the plan."

"No plan ever survived contact with the enemy."

"If it wasn't for the 'last minute' nothing would get done."

"If you don't know where you're going, any road will take you there."

"If you don't plan, it doesn't work. If you do plan, it doesn't work either. Why plan!"

"If you fail to plan you are planning to fail."

"If you have time to do it over again, you'll never get away with doing it right the first time."

"If you want to make God laugh have a definite plan."

"Never put off until tomorrow what you can leave until the day after."

"People make a plan work, a plan alone seldom makes people work."

"Planning is an unnatural process, doing something is much more fun."

"Planning reduces uncertainty: you rule out at least one way the project could turn out."

"Planning without action is futile, action without planning is fatal."

"Quantitative project management is for predicting cost and schedule overruns well in advance."

"Some projects finish on time in spite of project management best practices."

"The first 90% of a project takes 90% of the time the last 10% takes the other 90%."

"The more you plan the luckier you get."

"The nice thing about no planning is that failure comes as a complete surprise rather than being preceded by a period of worry and depression."

"The same work under the same conditions will be estimated differently by ten different estimators or by one estimator at ten different times."

"The sooner you get behind schedule, the more time you have to make it up."

"There is such a thing as an unrealistic timescale."

"There's never enough time to do it right first time but there's always enough time to go back and do it again."

"To estimate a project, work out how long it would take one person to do it then multiply that by the number of people on the project."

"Warning: dates in the calendar are closer than you think."

Projects 

"A project gets a year late one day at a time."

"At some point in the project you're going to have to break down and finally define the requirements."

"At the heart of every large project is a small project trying to get out."

[Gordon's First Law:] "If a project is not worth doing at all, it's not worth doing well."

"If an IT project works the first time, it is wrong."

"No project has ever finished on time, within budget, to requirement - yours won't be the first to."

"Projects happen in two ways: a) Planned and then executed or b) Executed, stopped, planned and then executed."

"Projects don't all fail in the end, they fail at the beginning."

"The project would not have been started if the truth had been told about the cost and timescale."

"There is no such thing as an IT project only business projects some of which happen to involve IT."

Risk Management

"A little risk management saves a lot of fan cleaning."

"If you don't attack the risks, the risks will attack you."

Senior Management

"Never underestimate the ability of senior management to buy a bad idea and fail to buy a good idea."

"The typical project sponsor would rather starts ten projects than complete one single project. (Vrisou van Eck)
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