Get Real and Stay That Way
To have value, your evaluation must be more than a numbers game. Numbers are of value only if they describe and predict reality. To avoid the pitfalls that trap naïve and hasty project managers, you must understand the requirements and limits of meaningful accuracy.
Whatever you do in your analysis, do not promise more accuracy than you can deliver. A detailed analysis implies to most managers and executives that your real results will exactly match your predicted results. Such managers and executives may even expect a follow-up measurement of results at exactly the same level of detail.
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