LEADERSHIP

16 • LEADERSHIP
intended outcomes, you can deliver a successful project. If you
commit to more outcomes than you have time or resources
for, you've set up your project for failure. It's physics! And in
the real world, superheroes can't fool physics.
The triple constraints set the stage for most strategic and tactical project
management decisions. Flexibility improves options and agility. Inflexibility
increases project risk.
At the earliest stages of project planning, you probably
won't know exactly how much time it is going to take or what
resources will be required—but don't let that stop you from
getting and keeping these essentials in balance. Trust your
instincts. Trust your experience. Trust your CAPE. If you're
thinking that time is too short, resources too meager, or outcomes
overly optimistic, do something about it. You have only
two choices. You can assume you're wrong—hide and watch,
wait and hope, and face the consequences later—or you can