73.大多數上一年度的項目拖期都是因為評估失誤而不是因為操作失誤。好的評估不會降低成本，但會提升NASA的業(yè)內聲譽。實際上，進行準確的評估很可能會增加成本，同時也會獲得更高的利潤，除非評估費用降低到它只反映了項目的較低風險。如今，獲得好名聲還是很有必要的。
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. 所有問題都是可以及時解決的，所以一定要在進度中留出解決意外問題所需要的時間－如果不這樣，你就會被別的項目經理所替換。
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. 過去的NASA總是追求科技的極限，因此，不用擔心需求延伸或過度。新NASA必須得在固定價格的項目下工作；所以，需求蔓延是絕對不能接受的。
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. 了解自己中心所擁有的資源，如有可能還要知道其它中心的資源。如果有，他們通常會樂于伸出援助之手。只是問一句，你總會得到意想不到的幫助。
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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