David Leslie Quotes

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.

Unfortunately we don't have all the bits and pieces on the car that we had hoped to have by this stage so we've got to make as good a job as we can with what we have and we feel we are doing well with that at the moment.

No new projects at the moment. There are restrictions to how much I can take on. And I need to finish those that I am committed to do before thinking ahead. But I'd rather they take final shape before we talk of them.

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.

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.

When you start a new project, you wonder whether it's the right choice.

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.

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.

Even if bureaucratic sloth can be eliminated, it still takes time to build things.

Mr. President, I agree that the future of our civilization may depend on the success of this project. Where in Tennessee are we going to build it?

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

The first thing I learned as a producer is that you have very little control over the life of a project. Anything can stall a film from financing to scheduling to casting. Things fall apart all the time. Don't waste time on something that just won't get made. Try to have as many projects going at one time as you can handle.

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

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.

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

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

All the projects that I am part of get delayed for reasons beyond my control!

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.

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.

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.