73.大多数上一年度的项目拖期都是因为评估失误而不是因为操作失误。好的评估不会降低成本，但会提升NASA的业内声誉。实际上，进行准确的评估很可能会增加成本，同时也会获得更高的利润，除非评估费用降低到它只反映了项目的较低风险。如今，获得好名声还是很有必要的。
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. 所有问题都是可以及时解决的，所以一定要在进度中留出解决意外问题所需要的时间－如果不这样，你就会被别的项目经理所替换。
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. 过去的NASA总是追求科技的极限，因此，不用担心需求延伸或过度。新NASA必须得在固定价格的项目下工作；所以，需求蔓延是绝对不能接受的。
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. 了解自己中心所拥有的资源，如有可能还要知道其它中心的资源。如果有，他们通常会乐于伸出援助之手。只是问一句，你总会得到意想不到的帮助。
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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文章来源：中国项目管理资源网
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