Top 1200 Project Management Quotes & Sayings - Page 3

No one has more time than you have. It is the discipline and stewardship of your time that is important. The management of time is the management of self; therefore if you manage time with God, he will begin to manage you.

By the time a writer comes onto a project (if they're being hired as a contractor) the main character has usually been designed, as that's always done during a project's pitching stage.

Goodlife was originally a ski management/athlete management company. I have a couple friends who are sponsored for skiing and my manager linked up with their manager. We worked out a deal, because they wanted to branch out into music and culture.

The main reason for choosing a project is not really the renown of the director that's making the project. I feel like it's the fact of an actor to constantly want to do different things.

Japanese management practices succeed simply because they are good management practices. This success has little to do with cultural factors. And the lack of cultural bias means that these practices can be - and are - just as successfully employed elsewhere.

I think it is important to be present in the places where you are working. It is not only about doing a project, but following the project through its construction.

I think a construction project for me is like writing a novel. I can't do the project unless I can envision sort of the whole structure and see what the end result might be.

EMA research evidences strong and growing interest in leveraging log data across multiple infrastructure planning and operations management use cases. But to fully realize the potential complementary value of unstructured log data, it must be aligned and integrated with structured management data, and manual analysis must be replaced with automated approaches. By combining the RapidEngines capabilities with its existing solution, SevOne will be the first to truly integrate log data into an enterprise-class, carrier-grade performance management system.

Management is not being brilliant. Management is being conscientious.

The smart people who are straight are involved in simply the media management of what has turned into a slow apocalypse, spreading starvation, exacerbated class differences, toxified agriculture, so forth and so on. I don't believe the Establishment thinks there are solutions. Their policy is basically the management of panic, which is hardly a forward moving approach to the adventure of human civilization.

I'm doing a collaborative project with another artist, Mary Hamill. My project is to gather the oral history of war widows, starting with the women of my village, Kop Nymit.

What it takes to do a job will not be learned from management courses. It is principally a matter of experience, the proper attitude, and common sense — none of which can be taught in a classroom... Human experience shows that people, not organizations or management systems, get things done.

There is the GIS world that is largely managing authoritative data sources, supporting geocentric workflows like fixing roads, making cities more livable through better planning, environmental management, forest management, drilling in the right location for oil, managing assets and utilities.

Fixing culture is the most critical ? and the most di?cult ? part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.

The World Wide Web is precisely what we were trying to PREVENT. We long ago foresaw the problems of one-way links, links that break (no guaranteed long-term publishing), no way to publish comments, no version management, no rights management.

Time management is an oxymoron. Time is beyond our control, and the clock keeps ticking regardless of how we lead our lives. Priority management is the answer to maximizing the time we have.

If you have an approach that makes money, then money management can make the difference between success and failure... ... I try to be conservative in my risk management. I want to make sure I'll be around to play tomorrow. Risk control is essential.

In the UK what we've found is that even businesses which prided themselves already on their efficient management find that a really beady-eyed scrutiny of their resource management, with an eye to environmental best-practice and long term sustainability, produce fresh efficiency and fresh savings that actually shock those in the company

I have no idea what the next project will be and if there's a next project. I don't even know if we're all going to be here tomorrow, but I'm pretty optimistic.

I guess confidence is the only thing that I take from project to project, but I'm always open to learning everybody's style - the director, the actor I'm working with.

Talent acquisition, knowledge transfer, generational diversity, and retention will continue to be serious concerns. I think the golden thread is equipping management to work with Millennials. Let's face it. We are going to see organizations needing to replace 40% to 60% of their workforce. Management has never been more important!

Any executive, any CEO should not have 1 management style. Your management style needs to be dictated by your employee.

It's unfortunate that you don't see the loyalty from management to players and players to management like we used to see in the old days.

To want a job that exercises a man's capacities in an enterprise useful to society, is utopian anarcho-syndicalism; it is labor invading the domain of management. No labor leader has entertained such a thought in our generation. Management has the "sole prerogative" to determine the products.

There are companies with management and companies with money. You can always find money. Management is the key to success in any business.

I think when I say universal, it means making a project that everybody can enjoy but also a project where they're getting closer to you.

Every project is different. Adapting 'Robopocalypse' would be totally different than adapting, say, 'Hunger Games.' Each project has its own life and its own identity. You get into trouble when you think there's one single way to approach everything. Each project, there's a different way to attack it.

If we face recession, we should not lay off employees; the company should sacrifice a profit. It's management's risk and management's responsibility. Employees are not guilty; why should they suffer?

The project which we developed, however, was for a sound piece and I was initially curious that a sculptor should be interested in working with a musician, especially on a project for radio.

If I come in, and you're an employer, and I say, 'Well, I was a sniper in the Marine Corps. Do you have any sniper positions open?' 'No.' But if I told you that I was good at communication, good at leadership under stressful environments, team management, personnel management, leadership, being prompt, are stuff that I can bring to the table.

Family business management is a discipline that has evolved from an art into a science. The market for this line of education has been created by the growing recognition of family-run companies that shareholders are demanding greater clarity on issues ranging from succession to the management of wealth and the distribution of profits.

The care of a house, the conduct of a home, the management of children, the instruction and government of servants, are as deserving of scientific treatment and scientific professors and lectureships as are the care of farms, the management of manure and crops, and the raising and care of stock.

I never willfully want to write the same record twice, which is probably why I jump from project to project. But I can't ignore that there are things that inspire me, and I love celebrating those.

There is a healthy fraternal rivalry, but nothing serious and we both have been looking for a project to do together. I guess he may direct me in a project some day.

In our experience, what we have found is the rare commodity is a good management team. And good management teams manage through good and bad cycles and manage to grow their business over a long period of time.

I always look forward to the next project. That is one of the wonderful things about architecture - you always can hope for another project to design.

The one thing I will say is management is management. Culture is culture. You have to have a formula for those things. You have to believe in what you do and how you do it, but then you go to different environments and you have to be willing to adapt. You have to be willing to tweak things based on where you are.

I approach each project with a new insecurity, almost like the first project I ever did, and I get the sweats, I go in and start working, I'm not sure where I'm going.

One thing is to know how to do things and another is to make it simple and accessible to others. This is the challenge for the big players when they go into management. To do that, you have to learn and study very hard. I have read football management books, analysed myself and the way other people learn and understand things.

The too-big-to-fail reform project is massive in scope. In my view, it holds real promise. But the project will take years to complete. Success is not assured.

I know movies are a function of our dream world. And when you project yourself on screen, it's easier to project yourself into what you were, not what you are.

The conventional definition of management is getting work done through people, but real management is developing people through work.

I needed to see if I could have fun in a project again, and 'Riverdale' was a project that ended up looking like a tonne of fun.

Every project has to stand on its own. It's a different identity within each project, and I feel like that's the way it should be.

All improvement happens project by project and in no other way.

I'm no good at down-time. I panic slightly and then plan a project or set up a meeting about starting a project.

There's this emotion we all feel of being overwhelmed at times, feeling that you can't get ahead. For me it's self-imposed because I'm so driven and I'm always going from project to project.

I'm asked all the time, 'Doesn't it feel great to finish the novel?' And the answer to that is, 'No.' It's sort of a loss to stop a 10-year project, which is an imaginary project in the sense that it's a work of my imagination.

The central problem of management is how spontaneous interaction of people within a firm, each possessing only bits of knowledge, can bring about the competitive success that could only be achieved by the deliberate direction of a senior management that possesses the combined knowledge of all employees and contractors

Every time you work on a project, it's a little vacation from the project you're working on the other 23 hours. That's the thing - it replenishes you to do something else.

The best way to get a sense of what kinds of emergencies might present themselves in your community is by contacting local chapters of the American Red Cross or offices of emergency management in the region or state. Most large cities will have their own offices of emergency management.

You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.

Get the entire team involved in identifying and evaluating project risks. Everyone looks at the project differently, and sometimes the input from the student intern can be vital.

Everything in life should be approached as a project. Every project can be broken down into just three things: Action Steps, Backburner Items, and References.

Hopefully, by the time I do a project, I already have a true understanding and love of what I'm about to do because if I don't, I'm not going to work on that project. I really want to have those connections so I can be truthful to the emotional aspect of what I have to deliver for the story.

To project your idea, you have to use new technology. It's not like the '70s or the '80s; you have an image that you project globally.

I once was in a project. They were going to do a remake. Somebody started a rumor I wanted more money. I said, 'This is ridiculous. I'd kill for this project!'

You can teach all sorts of things that improve the practice of management with people who are managers. What you cannot do is teach management to somebody who is not a manager, the way you cannot teach surgery to somebody whose not a surgeon.

Generally there are always a few things that get left off for some reason or other, although the criteria for inclusion vary from project to project.

The impresario function is about intervening with the company's more administrative management structure. It is about trying to establish a sense of boundaries and budgets and milestones and so forth on a project that does not necessarily lend itself to milestones. It is about translating between the intimate interior environment of the creative work team and the company's need to make money. And finally, it is about positioning the fruits of the creative process in the marketplace and selling them.