Chapter 5. MANAGING EXPECTATIONS
WHATS IT'S ALL ABOUT
How to make commitments to stakeholders
Working out your options using the 'what', 'when', 'work' and 'quality' factors
Negotiation using the facts
How to deal with impossible missions
What happens when you say yes to impossible missions
A variety of ways for shortening projects
MAKING COMMITMENTS TO STAKEHOLDERS
Okay, so you've got your robust, toughened-up plan for your project. You're now ready to go and deal with the constraints.
The first possibility then is that there are no conflicts between the plan and the constraints. For example, let's say they've told you that the project has to be done:
by September 30;
for a budget of $ 100k;
and you can't hire any more people;
and lo and behold, your plan ...