Bruce Pittman Quotes

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

Keeping the risk management plan up to date can transform it from a door stop into a vital project management tool. Remember: what you don't know can kill your project.

We hope that there will be better policy-making and hope to see projects implemented. We have lots of information that can be used for the implementation of projects.

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.

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

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.

Everyone knows of great projects that were too dependent on a charismatic individual, or simply too expensive to be replicated.

We need to make sure that the things we are already working on turn out to do the things we believe they can do and creating value both for the world and ultimately for Google.

Scheduling is always tough, no matter what the budget size is, and we had our own run-ins with that on 'Fading of the Cries.'

And I believe in having an administration that has clearly defined goals, objectives and time lines such that it and its people can be held accountable.

We've always been the development project that lived in a time pressured setting and always where commercial entities were relying heavily on releases in a certain time frame.

About half my time is spent on business operation type stuff.

Building a house is like producing a movie. There's no right way to do it but a lot of wrong ways. You have to be flexible and creative. You have to move fast, be prepared - or it quickly becomes costly.

I was not a project manager who was managing and executing the day-to-day operational work of building HealthCare.gov. I didn't have the kind of comprehensive, detailed, deep knowledge of that project that a manager would have.

I have been in this business for over 30 years. I've seen a lot of development programmes. They don't all run smoothly.

We have to address impediments that stall implementation of projects and streamline the process to ensure smooth execution going forward. We need to address the leverage levels among corporates to restart investment cycle.

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.

Keep the team as small as possible. Having been on several of these mega-projects, they seem to grow magically. People are attracted to the project like moths to a flame.

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.

More software projects have gone awry for lack of calendar time than for all other causes combined.

Sometimes little things can prolong an experience in a way that you run over budget. It's very scientific; a lot of people don't understand the science that goes behind making a film.

In my business, you have so many things going at once - TV shows, projects, movies - and sometimes, things never actually come to fruition.

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

As chief of staff, I was responsible for running a multibillion-dollar organization with over 34,000 employees, and working on everything from health care to transportation.

In business, we use certain principles to measure performance, and I envision applying those principles in the public sector.