69. 永远不要让你的上级做本来你可以做的决定。你可以假设你有权做出决定，除非有明文规定你无权决策。
Rule #70: You and the Program Manager should work as a team. The Program Manager is your advocate at NASA HQ and must be tied into the decision makers and should aid your efforts to be tied in also.
70. 你和大项目经理应该象一个团队一样互相协助。他在NASA总部是你的支持者，他必须成为决策者之一，他会帮助你，让决策层意识到你的努力。
Rule #71: Know who the decision makers on the program are. It may be someone outside who has the ear of Congress or the Administrator, or the Associate Administrator, or one of the scientists- someone in the chain of command- whoever they are. Try to get a line of communication to them on a formal or informal basis.
71. 搞清楚哪些人是项目的决策者。也许是某些国会或部里的局外人，要么是部长助理，还有可能是一个专家，不管是谁，都是命令链中的一环。争取跟他们建立正式或非正式的沟通。
Program Planning, Budgeting, and Estimating Rule
#72: Today one must push the state of the art, be within budget, take risks, not fail, and be on time. Strangely, all these are consistent as long as the ground rules such as funding profile and schedule are established up front and maintained.
72. 项目经理一定要追求卓越，符合预算、敢于冒险、不能失败还要按时完成。奇怪的是，这些要求已成为定律，只要那些基本原则，比如投资规模和项目进度，被确定下来并且保持不变。
Rule #73: Most of yesteryear s projects overran because of poor estimates and not because of mistakes. Getting better estimates will not lower costs but will improve NASA s business reputation. Actually, there is a high probability that getting better estimates will increase costs and assure a higher profit to industry unless the fee is reduced to reflect lower risk on the part of industry. A better reputation is necessary in the present environment.
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文章来源：中国项目管理资源网
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