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"Probable impossibilities have to be preferred to improbable possibilities."
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Project managementProject management
Project management
Project management is the process of supervising the work of a team to achieve all project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time and budget. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet predefi
"Probable impossibilities have to be preferred to improbable possibilities."
"Excellent actions must be good in themselves and good and noble."
"Project management is distinguished from production management primarily by the non-repetitive nature of the work denned as a project."
"For the beginning is thought to be more than half the whole."
"The accuracy of estimates is a function of the stage of development (i.e. estimates improve as development of the item progress). This also means that estimates for development projects representing only modest advances tend to be better than for more ambitious projects."
"Project management is one of those applications that everyone knows someone else should be using."
"If a project has not achieved a system architecture, including its rationale, the project should not proceed to full-scale system development. Specifying the architecture as a deliverable enables its use throughout the development and maintenance process."
"If a high degree of certainty exists concerning all major events, operations, and outcomes, project management is not essential."
"Excellence is an art won by training and habituation. We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit."
"Project management is becoming more important as equipment, systems, and projects become more complex."
"The ’s job is not an easy one. Project managers may have increasing responsibility, but very little authority. This lack of authority can force them to “negotiate” with upper-level management as well as functional management for control of company resources. They may often be treated as outsiders by the formal organization."
"For the things we have to learn before we can do them, we learn by doing them."