"A lot of people want to be managers, but many of them don’t want to manage." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"A methodology should be as simple as possible to get the job done. If you make the requirements a burden, rather than a help, then people will resist following them. You want to achieve a consistent, workable approach to managing projects, not hang a noose around the manager’s neck." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"A problem is defined as a gap between where you are and where you want to be that is confronted with obstacles that make closing the gap difficult. It is actually the obstacles that make the gap a problem." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"A project methodology must unambiguously specify what a manager must do to document, execute, and control a project. It must also specify what approvals are needed for various actions, such as procurement, changes to plan, budget variances, risks, and so on. It should tell who is responsible for various aspects of the project, and should spell out the limits of each stakeholder’s authority, responsibility, and accountability." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"[…] all activities are probabilistic, not deterministic! There is a probability that a task can be completed in a certain time, given a fixed level of effort. If you want to guarantee that the task is finished in a fixed time period, then you must vary effort, reduce scope, or sacrifice quality. You can’t have it all. Therefore, an exact estimate is an oxymoron." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"As a rule, it is best to separate discovery from development." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"Choosing a proper project strategy can mean the difference between success and failure." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"Control cannot be achieved through micromanaging." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"Control is exercised by comparing progress against planned performance, and taking steps to correct for any deviations from the proper course." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"Ensuring that you have a shared understanding of the mission, vision, and problem is the most important action you can take as a project manager." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"Getting project management to work in an organization requires a change in culture." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"If you have no plan, you cannot have control, by definition, because it is your plan that tells where you are supposed to be in the first place. Further, if you don’t know where you are, you can’t have control. This comes from your information system. Most organizations have difficulties with both of these." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"If you treat people as though they are responsible, they tend to behave that way." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"In any system of humans or machines, the element in the system that has the greatest variability in its behavior will control the system." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"In general, two or three small projects are all one person should manage." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"Management is proactive, not reactive" (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"No project can succeed when the team members have no commitment to the plan, so the first rule of project planning is that the people who must do the work should help plan that part of the project. You will not only gain their commitment to the plan, but also most likely cover all of the important issues that you may individually have forgotten."(James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"Note that a project always begins as a concept, and a
concept is usually a bit fuzzy. Our job as a team is to clarify the concept, to
turn it into a shared understanding that the entire team will accept. It is
failure to do this that causes many project failures.
"Projects often fail at the beginning, not the end.
"The big fallacy in our assumptions is that the world will stand still while we execute our project plan." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"The difference between risks and threats is that a risk is something that can simply happen - an accident, act of nature, or missed deadline - whereas a threat is something that may be done by another entity." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"The difference between strategy and tactics is that tactics get you down to the 'nitty-gritty' details of exactly how you are going to do the work." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)"The only time you ever get 80 percent availability from people is when they are tied to their work station, and the only people for whom this is true are factory workers. You may get close to 80 percent availability from them, but for knowledge workers - who aren’t tied to their work stations - you never get such a high level. It is more likely to be around 50 or 60 percent." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"The only truly successful project is the one that delivers what it is supposed to, gets results, and meets stakeholder expectations." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"The primary objective for a manager is to meet the needs of the organization while helping the followers meet their own needs in the process. To do this, you must help individuals find meaning in their work." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"The self-fulfilling prophecy is one of the most important principles from psychology, at least for leaders. The principle is that you tend to get what you expect from others. Thus, if you expect poor performance from a person, you will tend to get it, and conversely." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"The way a problem is defined determines how we attempt to solve it. […] If the definition is wrong, you will develop the right solution to the wrong problem." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"The word culture designates the sum total of the values, attitudes, traditions, and behaviors that exist in an organization." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"The word means a belief, or model of reality. A paradigm is what we believe to be true about any given situation, thing, or event. It is usually a deeply held conviction about how things actually are." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
"You can’t delegate responsibility without giving a person authority commensurate with it." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)
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