The Sydney Opera House began with bold ideas and optimistic projections—classic inside thinking—fueled by vision and ambition. However, planners largely ignored outside thinking, which would have grounded their expectations in data from similar past projects. The resulting delays and massive cost overruns offer a lasting lesson in the importance of balancing vision with reality when planning complex endeavors.

Why do so many well-planned projects go over budget? The answer often lies in the earliest phase - estimating. A project’s success can be won or lost before a single task begins.

While facility managers often view equipment replacement as a non-negotiable requirement to maintain operations assuming no analysis is needed, this approach overlooks the potential for more strategic decision-making.

Whether it’s securing favorable contracts, planning efficient execution, or mitigating potential obstacles before they arise, proactive management isn’t just a best practice—it’s the difference between surviving and thriving.

Adopting the hard-first mindset isn't just a productivity hack—it’s a strategic approach to ensure your efforts are invested where they truly matter.

More input from a large team isn’t inherently better than less input from the right team.

Developing a project schedule that is detailed enough to establish a baseline plan for execution, but not so detailed that it requires a full-time scheduler is a necessary balance the project manager must strike in most mid-sized projects.

It can be alluring for a leader to surround themselves with individuals that echo their thoughts on every subject, but the goal is not unanimous agreement. The goal to use individual experiences, points of view, and debate to make better decisions.

By questioning conventional wisdom and daring to pursue an unconventional strategy, the underdog can turn the tables on even the mightiest opponent.

How simply throwing more resources, technology, or workers at a problem doesn’t always solve it. Sometimes, the simplest and most effective solutions come when you add a bit of “skin in the game.”

An essential lesson for anyone in project management or decision-making: it’s not the occasional outcome that defines a decision’s quality, but the soundness of the process behind it.

Criterion for evaluating the remaining life of your pump and whether repair or replacement are warranted.

Napoleon’s failure to plan for worst-case scenarios and his assumption that events would unfold as expected is a classic example of optimism bias.

By addressing these five critical areas, the team can effectively manage the transition, reduce risks, and maintain operational continuity during and after the replacement process.

What steps are you taking to ensure your project team is engaged in only the work that will deliver results?