Chapter 7
What Do I Need to Know Before I Commit to Deliverables?
Don't set people up for failure by promising that you will deliver high levels of output . . . Everyone loses when such ambitious targets are missed: you look bad, people's self-confidence falls even further, and your superiors are upset.
—William Bridges
Beware the time-driven project with an artificial deadline.
—M. Dobson
Big change projects are rarely managed in perfect conditions. You need to ensure that the expectations of the various team leaders are aligned with the conditions surrounding the project by weighing the deliverables against the level of change involved, resource availability, and the environment in which the impacted colleagues are working. Think of this assessment ...
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