01 Agree what success means
“The real ‘why’ behind this project was never to integrate the two systems,” (opens the source)
Compare the result with the sponsor’s outcome, not the completed task count.
Explain the trade-off. Name the owner. Change your plan when the evidence changes.
Check the project outcome“The real ‘why’ behind this project was never to integrate the two systems,” (opens the source)
Compare the result with the sponsor’s outcome, not the completed task count.
“The most common issue I see is stakeholders who are not available,” (opens the source)
A plan needs available people and a valid sequence, not just shorter task estimates.
Show the date, cost and scope trade before seeking approval.
“A forecast can look precise while concealing uncertainty.” (opens the source)
Reconcile delivered and accepted work before repeating a confident summary.
“Transparent reporting is critical in this,” (opens the source)
Agree the measurement, receiving owner and follow-up before claiming the benefit.
Last reviewed Nov 10, 2026