69. 永遠不要讓你的上級做本來你可以做的決定。你可以假設(shè)你有權(quán)做出決定，除非有明文規(guī)定你無權(quán)決策。
Rule #70: You and the Program Manager should work as a team. The Program Manager is your advocate at NASA HQ and must be tied into the decision makers and should aid your efforts to be tied in also.
70. 你和大項目經(jīng)理應(yīng)該象一個團隊一樣互相協(xié)助。他在NASA總部是你的支持者，他必須成為決策者之一，他會幫助你，讓決策層意識到你的努力。
Rule #71: Know who the decision makers on the program are. It may be someone outside who has the ear of Congress or the Administrator, or the Associate Administrator, or one of the scientists- someone in the chain of command- whoever they are. Try to get a line of communication to them on a formal or informal basis.
71. 搞清楚哪些人是項目的決策者。也許是某些國會或部里的局外人，要么是部長助理，還有可能是一個專家，不管是誰，都是命令鏈中的一環(huán)。爭取跟他們建立正式或非正式的溝通。
Program Planning, Budgeting, and Estimating Rule
#72: Today one must push the state of the art, be within budget, take risks, not fail, and be on time. Strangely, all these are consistent as long as the ground rules such as funding profile and schedule are established up front and maintained.
72. 項目經(jīng)理一定要追求卓越，符合預(yù)算、敢于冒險、不能失敗還要按時完成。奇怪的是，這些要求已成為定律，只要那些基本原則，比如投資規(guī)模和項目進度，被確定下來并且保持不變。
Rule #73: Most of yesteryear s projects overran because of poor estimates and not because of mistakes. Getting better estimates will not lower costs but will improve NASA s business reputation. Actually, there is a high probability that getting better estimates will increase costs and assure a higher profit to industry unless the fee is reduced to reflect lower risk on the part of industry. A better reputation is necessary in the present environment.
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文章來源：中國項目管理資源網(wǎng)
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