Quotes & Sayings About Project Managers

Religion professor Albert Wolters, in Creation Regained, writes, "[God] hangs on to his fallen original creation and salvages it. He refuses to abandon the work of his hands - in fact, he sacrifices his own Son to save his original project. Humankind, which has botched its original mandate and the whole creation along with it, is given another chance in Christ; we are reinstated as God's managers on earth. The original good creation is to be restored."74 — Randy Alcorn

When you start defining yourself, you put yourself in boxes and I don't want to be trapped in anything because I will always evolve - I will always change. It's like water. I take on many shapes. Everyone should be that way and not define themselves. I am everything. — Karrine Steffans

So if every time a team member needs to do something they have to complete the conventional paper work and await approvals possibly from managers who have no idea when they are reporting to the office next, your project might be a disaster. So instead of boxing those members within the rules of the old system, you need to empower them in carrying out any initiatives they may deem fit for the success of the project. — G. Harver

Properly Defining a Project's Initiation:

Projects start going bad at inception --- the customer's inception...

The problem is that these are initiatives rather than projects. Managers often fail to include the implementation professionals in these early meetings....stays close to the intended baseline...
people are enamored with technology...accept the limited information provided by sales material as definitive and ignore the hidden complexities in the implementation. As a result, during the inception of a project, customers use buzzwords and concepts they believe they understand and make assumptions about the idea's implementation. — Todd C. Williams

Suppose something would happen to the president, who would be in charge? The Vice President. Joe Biden? You have got to be kidding today when you say the Taliban's not our enemy. — Douglas Wilder

Chevron, for example, has a decision-analysis group whose members facilitate decision-framing workshops; coordinate data gathering for analysis; build and refine economic and analytical models; help project managers and decision makers interpret analyses; point out when additional information and analysis would improve a decision; conduct an assessment of decision quality; and coach decision makers. — Harvard Business School Press

Mrs. Figg, their batty old neighbor, came panting into sight. Her grizzled gray — J.K. Rowling

The conclusion is simple: if a 200-man project has 25 managers who are the most competent and experienced programmers,
fire the 175 troops and put the managers back to programming. — Frederick P. Brooks Jr.

Innovative efforts should never report to line managers charged with responsibility for ongoing operations. The new project is an infant and will remain one for the foreseeable future, and infants belong in the nursery. The 'adults', that is, the executives in charge of existing businesses or products will have neither the time nor understanding for the infant. — Peter Drucker

She felt like he was psychoanalyzing her. "I'm not hiding anything. I just don't show my emotions when they're not relevant to the situation. — Kimberly Rae Jordan

We'd love to just be parents at home. I absolutely acknowledge the unreasonable demands put upon you (I used to be a teacher), but in the few hours a day we have with our children, we don't want to be tutors, homework drill sergeants, project managers, and trauma counselors. We just want to be moms. Our children are in school seven hours a day, which is enough for a kid. It's almost a full-time job. They should not endure another two hours of homework, especially assignments that are basically Parent Homework (don't get me started). — Jen Hatmaker

Land surveyors can spend as much time reading legislation, bylaws, and engineering documents as we spend in front of an instrument in the field or calculating coordinates for a subdivision. We are mathematicians, historians, project managers, advocates, engineers, and even chainsaw operators! — Mark Mason

The extraordinary power of influence is now within everyone's reach. Recent graduates, executive assistants, project managers, and business leaders can all benefit from Monarth's simple steps for 'getting everyone to follow your lead.' — Marshall Goldsmith

As historian Gary Ferguson writes, "while livestock may be the kindling, the real fuel for the burn is that the federal government is behind the project. . . . Westerners couldn't buy a more perfect evil if they rode straight to hell with a saddlebag full of cash." Or, as one stockman said in 1989, "It's not so much the wolves we're afraid of, it's the wolf managers. — William R. Lowry

When the Americans are behind you, they're behind you 100%, and this gives you real confidence as an architect. They expect you to lead a building project - to make the kind of big and costly decisions that, in Britain, have been handed over to project managers and cost-cutters. — David Chipperfield

Driving exploration is critical, but knowing when to stop is also. Product development is exploring with a purpose, delivering value within a set of constraints. Frequent, timeboxed iterations compel the development and product teams and executives to make difficult tradeoff decisions early and often during the project. Feature delivery contributes to realistic evaluations because product managers can look at tangible, verifiable results. — Jim Highsmith

When the corporation's investment capital becomes impatient for growth, good money becomes bad money because it triggers a subsequent cascade of inevitable incorrect decisions. Innovators who seek funding for the disruptive innovations that could ultimately fuel the company's growth with a high probability of success now find that their trial balloons get shot down because they can't get big enough fast enough. Managers of most disruptive businesses can't credibly project that the business will become very big very fast, because new-market disruptions need to compete against nonconsumption and must follow an emergent strategy process. Compelling them to project big numbers forces them to declare a strategy that confidently crams the innovation into a large, existing, and obvious market whose size can be statistically substantiated. This means competing against consumption. — Clayton M Christensen

I have a lot of anger about my childhood - being hard of hearing and my relationship with my father. — Lou Ferrigno

I found the concept of hindsight bias fascinating, and incredibly important to management. One of the toughest problems a CEO faces is convincing managers that they should take on risky projects if the expected gains are high enough. Their managers worry, for good reason, that if the project works out badly, the manager who championed the project will be blamed whether or not the decision was a good one at the time. Hindsight bias greatly exacerbates this problem, because the CEO will wrongly think that whatever was the cause of the failure, it should have been anticipated in advance. And, with the benefit of hindsight, he always knew this project was a poor risk. What makes the bias particularly pernicious is that we all recognize this bias in others but not in ourselves. — Richard H. Thaler

Or, suppose you want to motivate your managers to ship products on time, so you conspicuously promote each manager whose product goes out the door on schedule. All goes as planned until the situation arises in which one of your managers has a project where the testers are reporting numerous problems. Because managers who have shipped products on time have been promoted, this manager thinks, I want that promotion so I need to ship this on time, but those bug reports are getting in the way. I know what I'll do! I'll put the testers on another project until the developers have a chance to catch up. — Gerald M. Weinberg