Quotes About Projects

la vida en general es esí: una larguísima cadena de proyectos frustrados interrumpida, muy de vez en cuando, por un proyecto que llega a realizarse

Identify your 70/20/10 (or 60/30/10 depending on risk appetite). Most people know of this allocation from the innovation approach that Eric Schmidt pioneered at Google: 70 percent of time allocated to core business tasks, 20 percent to projects directly related to the core business, and 10 percent dedicated to projects unrelated to the core business.

It's oftentimes the case that relief workers, people who've been involved in development projects and foreign assistance, have a real understanding of foreign cultures that the military desperately needs if we're going to be able to work effectively.

All I want is to be a part of good projects and be remembered for that.

I love telling the experience of a black male in America, but modern, not always having to go back to a period piece to remind people where we come from. It's more a modern sense of where we are today and where we want to go in the future. So I try to choose projects somewhere around that space.

In my reporting, I've found that real change escapes many change-makers because powerful illusions guide their projects.

When you save book reports, art projects and put them in a scrapbook, it shows a kid you care and you are taking an interest in their lives.

I pick different projects for different reasons. Usually, it's a combination of things. I admire the director, and I am interested in working with the director. Or, it's the cast. I can be moved by the story. The ideal situation is you love the director and you love the cast.

I only want to be involved in projects that have a very good and important message.

Many filmmakers start off with an autobiographical film from childhood, and that's kind of what I was thinking I would do, but other projects would just present themselves naturally in the beginning.

I always want to work on things that really scare me and interest me at the same time, and you know, I definitely had some projects in the past that did that, but the stars never aligned in getting them up. So 'Lion' was another project that really interested me, and the stars did align on this one. It just happened to be my first film!

I have a lot of incomplete short films and incomplete scripts out there.

La nuit, les choses vous apparaissent livides et sinistres. On pourrait préciser qu'à partir de l'âge de vieillesse, elles apparaissent tout simplement comme elles sont. Et le matin, on retrouve l'idiote, la délicieuse joie de vivre. Et la folie des projets. Comme si on ne devait jamais mourir.

Projects are often started by jumping straight to a solution, even a specific technology. That's the wrong place to begin. You want to start by asking questions and considering alternatives. At the outset, always assume that there is more to learn. Start with the most basic question of all: Why?

Projects are not goals in themselves. Projects are how goals are achieved. People don't build skyscrapers, hold conferences, develop products, or write books for their own sakes. They do these things in order to accomplish other things.

Nevertheless, with respect to cost development, there is a striking similarity between these and other major projects: there is a tendency towards a significant underestimation of costs during project appraisal. This is also the conclusion we draw when we review data from a large number of major transport infrastructure projects, and from other types of project as well.

Projects are not goals in themselves. Projects are how goals are achieved. People don't build skyscrapers

As with reference-class forecasting, the big hurdle to black swan management is overcoming uniqueness bias. If you imagine that your project is so different from other projects that you have nothing to learn from them, you will overlook risks that you would catch and mitigate if you instead switched to the outside view.

I know from experience that people sometimes struggle with this, not because it's complicated but because it's simple. It's too simple. Their project is special, after all, or so they think, and this process doesn't emphasize that, so they complicate the process.

There are five project types that are not fat-tailed. That means they may come in somewhat late or over budget but it's very unlikely that they will go disastrously wrong. The fortunate five? They are solar power, wind power, fossil thermal power (power plants that generate electricity by burning fossil fuels), electricity transmission, and roads. In fact, the best-performing project types in my entire database, by a comfortable margin, are wind and solar power.

By now you know the solution to the puzzle I discussed at the end of the previous chapter: Only five project types—solar power, wind power, fossil thermal power, electricity transmission, and roads—are not fat-tailed, meaning that they, unlike all the rest, do not have a considerable risk of going disastrously wrong. So what sets the fortunate five apart? They are all modular to a considerable degree, some extremely so.

Finally, don't forget black swans. All projects are vulnerable to unpredictable shocks, with their vulnerability growing as time passes. So the fact that the delivery of your one huge thing will take a very long time means that it is at high risk of being walloped by something you cannot possibly anticipate.

Cost underestimation and overrun have not decreased over the past seventy years. No learning seems to take place; • Cost underestimation and overrun cannot be explained by error and seem to be best explained by strategic misrepresentation, namely lying, with a view to getting projects started.

Scale and speed"; those are the key words. To win the fight against climate change, we must build at a scale and speed that put to shame the long, sorry record of the giant projects of the past. We can no longer afford bloated budgets and deadlines that keep sliding into the future. And we absolutely cannot have projects that never deliver what they promise.