tag:blogger.com,1999:blog-4948868926194285120.post3119488689408715477..comments2010-07-21T00:56:55.818-04:00Comments on Management House: Sacred PM Practices – Possible ExplanationJeff Edwardshttp://www.blogger.com/profile/17064765953077110377noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-4948868926194285120.post-77568413967244592902009-07-22T13:57:45.577-04:002009-07-22T13:57:45.577-04:00Thank you for your comment. I know it sounds like...Thank you for your comment. I know it sounds like I am reaching.<br /><br />I would like to key in on the term, standard. I didn’t mean to suggest that project schedules and budgets do not exist. I should have been more clear. I found that these artifacts existed in each of the projects of the sample. There just didn’t seem to be a standard way at arriving at the estimates. It seems as though these “leaders” relied more on judgment and less on a standard approach.<br /><br />I appreciate your viewpoint. Thanks for sharing.Jeff Edwardshttps://www.blogger.com/profile/17064765953077110377noreply@blogger.comtag:blogger.com,1999:blog-4948868926194285120.post-57353612405745195022009-07-18T14:25:08.461-04:002009-07-18T14:25:08.461-04:00Jeff,
With those elements in place...
1. How do yo...Jeff,<br />With those elements in place...<br />1. How do you what "done" looks like?<br />2. How can you tell you're making progress toward "done?"<br />3. What are the impediments toward "done."<br />4. How much will it cost to get to "done?"<br />5. What is the approximate cost of "done?"<br /><br />Both process and people are needed for successAnonymousnoreply@blogger.com