Avoid projects that will take more than 6 months. They too often take on a life of their own. Spend your finite resources on something more controllable. If you must engage in a large or complex project, use someone else’s money. Even then, try to break the project into smaller 6-month “stand alone” projects. Staff any project with as few people as possible. When possible, staff your projects with no more than 5 to 7 people. If the project is too big or difficult, get stronger people, not more people. Select the best and then back them. It is false economy to skimp on the quality of your people. If you cannot explain a project in simple terms, it is not only difficult to sell, it is difficult to carry out. The people carrying it out need to understand it. The more people required for a project, the greater impact this has. The more people participating in a project, the more critical it is for there to be a simple shared understanding of the project, its goals and how to resolve the unavoidable trade-offs that must be made in any project of consequence.