#thinkstart#
分析了一篇Linkedin项目管理的文章：如果项目中的利益相关者过于乐观，你会如何管理他们的期望？
45个专业项目经理的评论，基本上可以分为3类答案：
1) 讲原则：
主张实事求是的精神，一半以上项目经理都同意：
TBBB(Tell the truth，Be Transparency，Be professional，Being honest)
一说三做:说事实，诚实，透明化，职业化。(耳边飘过刘若英的“透明”)
2) 讲方法：
三分之一的项目经理认为，要事前做好利益相关者分析，也要有明确的沟通计划，同时也注意不要过度承诺。[over-promise]
目标是：每个人都在同一页。[Everyone should be on the same page]
一点注意：
不要陷入所谓的“细节”陷阱，通过采取简报和单独会议的方式来规避。[Dont fall into "details" trap, be as Smart to have critical debriefing session and separated session for details one.]
3) 找根源：
有两位项目经理独辟新径，从根源角度，一位认为：这是由于人性引起的偏差，导致的期待过高，与IQ无关 .["biases that create false optimism, such as the planning fallacy. wired into us as humans, regardless IQ. "]
另外一位说：与其说要管理他们的期望值，不如深入了解他们真正的业务需要"
[It’s not so much superficially managing expectations as more accurately understanding the stakeholders’ REAL business requirements deliverable"]
其中也有些有趣的观点，例如：
1) 如果你认为16个星期可以做完，但计划18个星期，请除了老板不要告诉任何其他人16周可以搞定。如果最后18周做完了，你很棒；如果你16周就做完，你就是英雄。
[you have a project you think will take 16 weeks based on the work and you have 18 weeks in your schedule as it is now you don't tell anyone except your boss that the schedule is 16 weeks. Everyone else gets told 18 weeks. If it comes in 18 weeks, you're good. If you come in in 16 weeks, you're a hero. ]
2) SWAG (scientific wild a$$ gestimate)
美国俚语，是行内专家根据经验和直觉给出的粗略估计，有可以叫做Guesstimate (Guess+estimate)
#thinkend#
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Mary: Are Stakeholders over optimistic, How do you manage their expectations.
www.linkedin.com/groups/37888/37888-5891999841562689539#lastComment
