10 Principles for PM S Project managers must focus on three dimensions of project Simply put，project success means completing all project deliverables on time，and to a level of qulity that is acceptable to sponsors and The project manager must keep the team’s attention focused on achieving these broad Planning is everything—and On one thing all PM texts and authorities agree:The single most important activity that project managers engage in is planning –systematic，team-involved plans are the only foundation for project And when real-world events conspire to change the plan，project managers must make a new one to reflect the Project managers must feel，and transmit to their team members，a sense of Because projects are finite endeavors with limited time，money，and other resources available，they must be kept moving toward Since most team members have lots of other priorities，it’s up to the project manager to keep their attention on project deliverables and Regular status checks，meetions，and reminders are successful projects use a time-tested，proven project life Good Models can help ensure that best practices are built into our project Not only do these models support quality，they help to minimize So when time or budget pressures seem to encourage taking short cuts，it’s up to the project manager to identify and defend the best project life cycle for the All project deliverables and all project activities must be visualized and communicated in vivid In short，the project manager and project team must early on create a tangible picture of the finished deliverables in the minds of everyone involved so that all effort is focused in the same Avoid vague descriptions at all costs;spell it out，picture it ，prototype it ，and make sure everyone agrees to Deliverables must evolve gradually，in successive It simply costs too musch time spent in rework to jump in with both feet and begin building all project Build a little at a time，obtain incremental reviews and approvalw，and maintaion a controlled Project success is correlated with thorough analyses of the need for project Our research has shown that when a project results in deliverables that are designed to meet a thoroughly documented need，then there is a greater likelihood of project So managers should insist that there is a documented business need for the project before they agree to consume organizational ressurces in conpletiong Project managers must fight for time to do things In our work with project managers we often hear this complaint:”We always seem to have time to do the project over;just wish we had taken the time to do it right in the first place!”Projects must have available enough time to “do it right the first ”And project managers must fight for this time by demonstrating to sponsors and top managers why it’s necessary and how time spent will result in quality Project manager responsibility must be matched by equivalent It’s not enough to be held responsible for project outcomes;project managers must ask for and obtion enough authority to execute their Specifically，managers must have the authority to acquire and coordinte resources，and make appropriate，binding decisions which have an impact on the success of the Project managers should acquire the best people they By acquiring the best people — the most skilled，the most experienced，the best qualified – the project manager can often compensate for too little time or money or other project Project managers should serve as an advocate for these valuable team members，helping to protect them from outside interruptions and helping them acquire the tools and working conditions necessary to apply their 【Exercises】Write T(true) or F(false) for each A plan should never be Time，money，and other resources available are all limited in a It is necessary to build all project deliverables in the Project managers should be only responsible for project outcomes，and there is no need to ask for enough authority to execute their 【Vocabularies】Dimension 方面，特征Deliverables 可提供的物品Budget 预算Sponsor 发起者，赞助者Stakeholder 利益共享者Conspire 导致Priority 优先考虑的事Deadline 最终期限Visualize 使可见，使具体化Vivid 清楚的，清晰的Tangible 切实的，实在的Vague 不明确的Prototype 制造某产品的样品Successive 连续的Approximation 接近Approval 赞成，承认Correlate 和……相关Equivalent 相当的Coordinate 协调Binding 有约束力的Compensate 补偿，抵消Constraint 约束
