Tanushree Dutta Quotes

One of the things Mr. Kennedy taught me was that in laying out a new project, you shouldn't try to cope with every little problem.

A skilled Transition Team leader will set the general goals for a Transition, and then confer on the other team leaders working with him the power to implement those goals.

The weakness in the company is if we fail to execute.

I wait and take on projects that I think can work.

Part of executive functions is the ability to look to a goal deadline and assess where an organization is in meeting it.

The biggest fragility in a project is often just the inability to be able to explain to people why you are doing it, and when you're going to do it, and what's going to happen.

This is a business that is much easier planned than executed.

Nurturing a project from the ground floor is something I've been wanting to do.

We know Donald Trump wants to hit his goals ahead of time, and under budget.

I've always juggled a lot of projects because at least half the projects you do get shelved. So you have to do a lot of things in order for things to move forward.

I am confident that I am capable of leading projects, which are even complex.

24 hours a day, I'm thinking about what we can do with this artist, what I can do myself over here, and how we can tie it all together.

It doesn't make any sense for us to do a scripted series if it's not going to be big, so we have to be really disciplined about them.

A fixed deadline and a flexible scope are the crucial combination.

I don't believe in projects of more than three years.

I think projects often fail because people do not have a clear understanding at the start what they are trying to deliver.

People talk about flip charts, tactic boards and other rubbish like that. But the truth is that as a manager you just need to get the best out of the players at your disposal.

We know our future's not guaranteed, so every day, we have to relentlessly pursue additional actions to drive our competitiveness.

Once you establish what activities your company needs to do, the next question is, 'How do these activities get accomplished?' i.e. what resources do I need to make the activities happen?

Projects are usually undertaken to either solve a problem or take advantage of an opportunity. The probability that the project - even if precisely executed - will complete on time, on budget, and on performance is typically small. Project management is utilized to increase this probability. So in a sense, project management is risk management.

If we're going to change leadership, we need to do it in a very systematic and organized way.

You need to know how to put a mission together to victory!

Many who know me or have worked for me are aware of my penchant for strategic planning. I consider it a critical component of the success of any organization and believe in the value of planning for a company's needs over multiple time horizons, as well as reviews against that plan at regular intervals.

Don't bring on the design engineers too soon. One of the worst things you can do in the early phases of a project is to bring on a bunch of detailed design engineers and then not give them clear direction and close supervision.

As a director, you realise the bigger picture.