73.大多數(shù)上一年度的項(xiàng)目拖期都是因?yàn)樵u(píng)估失誤而不是因?yàn)椴僮魇д`。好的評(píng)估不會(huì)降低成本，但會(huì)提升NASA的業(yè)內(nèi)聲譽(yù)。實(shí)際上，進(jìn)行準(zhǔn)確的評(píng)估很可能會(huì)增加成本，同時(shí)也會(huì)獲得更高的利潤(rùn)，除非評(píng)估費(fèi)用降低到它只反映了項(xiàng)目的較低風(fēng)險(xiǎn)。如今，獲得好名聲還是很有必要的。
Rule #74: All problems are solvable in time, so make sure you have enough schedule contingency- if you donot, the next project manager that takes your place will.
74. 所有問題都是可以及時(shí)解決的，所以一定要在進(jìn)度中留出解決意外問題所需要的時(shí)間－如果不這樣，你就會(huì)被別的項(xiàng)目經(jīng)理所替換。
Rule #75: The old NASA pushed the limits of technology and science; therefore, it did not worry about requirements creep or overruns. The new NASA has to work as if all projects are fixed price; therefore, requirement creep has become a deadly sin.
75. 過去的NASA總是追求科技的極限，因此，不用擔(dān)心需求延伸或過度。新NASA必須得在固定價(jià)格的項(xiàng)目下工作；所以，需求蔓延是絕對(duì)不能接受的。
Rule #76: Know the resources of your center and, if possible, other centers. Other centers, if they have the resources , are normally happy to help. It is always surprising how much good help one can get by just asking.
76. 了解自己中心所擁有的資源，如有可能還要知道其它中心的資源。如果有，他們通常會(huì)樂于伸出援助之手。只是問一句，你總會(huì)得到意想不到的幫助。
Rule #77: Other than budget information prior to the President s submittal to Congress, there is probably no secret information on a project- so donot treat anything like it is secret. Everyone does better if they can see the whole picture so donot hide any of it from anyone.
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