1. Brook's Mythical Man Month chapter 14: Hatching a Catastrophe presented by Collin

2. Milestones or Millstones? -Most projects are set behind their deadlines because of numerous small setbacks instead of a single large problem. - The solution is to have a schedule! -Set dates by which certain milestones of the project should be complete -Milestones MUST be concrete, specific, measurable events, defined with knife-edge sharpness.

3. -When a member of a team is sure to hustle then that is a mark of a good teammate. -Working faster than seems necessary is desirable -In terms of schedule, a single, one day slip must not go unaddressed and must be remedied. The Other Piece Is Late, Anyway

4. Under the Rug -Often when the manager of a sub-team notices his team working behind schedule, he avoids telling his boss until he must, because he thinks the team might make it up. -This is because the interests of the first-line manager and those of the boss have inherent conflict here.

5. Reducing the role conflict -The boss must learn to distinguish between action information and status information. -The boss must discipline himself not to act on problems which his managers can solve, and never to act on problems when he is explicitly reviewing status. -When a manager knows his boss will accept status reports without panic or preemption, he comes to give honest appraisals.

6. Yanking the rug off -Nevertheless, it is necessary to have review techniques whereby the true status is made known, whether cooperatively or not. -On a large project one may want to review some part each week, making the rounds once a month or so.

7. -A worker at Bell Telephone Labs has also found it useful to have both scheduled and also estimated dates in the milestone report. This way things are prioritized better.

8. The end.