Part III. Living with Reality
In this part: |
Customers and senior managers make impossible demands. Team members produce aggressive estimates. People make optimistic promises they hope to keep. Project managers make plans, and the project gets underway. Then reality steps in. Projects never go exactly as intended and the original plans never last for long.
I’m not all that crazy about reality but it’s all I’ve got, so I have to deal with it. And the reality is that project managers must temper the expectations of other stakeholders, take the estimates they hear with a grain of salt, and be cautious not to overcommit and then underdeliver. Part III of this book provides some recommendations about how to deal with ...
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