Chapter 9. Negotiating Achievable Commitments[10]

Note

Negotiating Achievable CommitmentsThis article was originally published in The Rational Edge, January 2002. It is reprinted here, with modifications, with permission from IBM.

I once observed a discussion between Steve, a senior manager, and Rob, a project manager, about a new project. “How long will this project take?” Steve asked. “Two years,” replied Rob. “No,” said Steve, “that’s too long. I need it in six months.” So what did Rob say? “Okay.” Now, what changed in those few seconds? Nothing! The project didn’t shrink by a factor of four. The development team didn’t get four times larger (although this ...

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