Steven Pressfield Quotes

You have to find your projects and track them as they go along that long process of being made.

I don't like talking about any projects till they solidify and take off.

As a director, you just have to kind of like just get through the first project before starting on the next one.

I usually have one project I'm focusing on but often have many other projects in the back of my mind for several years.

In my experience, each project is what it is, and nothing is necessarily a turning point.

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.

A lot of planning goes into ensuring that every project becomes a super hit.

I'm the guy who puts projects together.

I pushed the process forward by saying, 'We should do this, this, and this right now. Please find the budget for me to find a structural engineer, a mechanical engineer, a civil engineer, so we can do the preliminary work.'

Most automakers develop multiple options for a single project. Then they present those options to a committee of executives who decide which one to go with. That takes a lot of time.

Now, there is no way to say how long some projects take, that's our principle.

I like to work at the beginning of projects. Once they get stable, I'll hand them off.

The trick was really finding the appropriate publisher for each of the projects I'd devised.

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.

From all indications, the Offutt runway replacement is not a matter of 'if.' It is a matter of 'when.'

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

The typical project design time for a large company like IBM - and they keep track of this - is a little over four years.

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

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.

Once you have a blueprint down, you start talking to all the other heads of department to see if and how they can help to execute what you've imagined, and so things change and evolve. And then you have to make it work within the budget and time frame, so things change even more.

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.

I don't even have a management team. I have people managing my work but there are limitations when it comes to projects.

Sometimes you think that a reconstruction project can be done more quickly than you expected.

I think that we're trying to look at all of our assets and figure out what's the best use and where we need to make investments in infrastructure to enable the projects that we want.

With a lot of projects, you never know if it's going to be executed properly. And also, you never know if people are going to respond to it.