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chapter ten
Conclusion
“What should all this mean for me?”
Over the course of the preceding chapters, I have laid out a new approach
to planning and managing projects. That approach starts with a new
denition: every project is an investment. If this stipulation is accepted,
it follows that projects should be managed in a way that is similar to the
way all other investments are managed, and that decisions should be
made on the basis of the guiding metric for all investments: the value of
the project’s return above cost.
Most people who work in business and government will agree that
the performance of projects has signicant opportunity for ...