Boundaries of software development-managed projects (in progress)

After reading three or four parts, I want to summarize some of my thoughts at the same time.
Part 3: project management viewpoint
9. Trade-offs
To evolve an immature plan with only 20% success rate to a 50% success rate plan, you must also:
Reduce the scope by about 18%
Reduce quality standards by about 18%
Extend the Schedule by about 18%
We will apply for about 18% more resources than originally planned.
Obviously, if we want to change one point, we have to change at least four points. In this case, we should weigh the four points.
10. Estimation
This table is awesome.

1. Number of iterations in the development cycle
2. 2-year, 100 weeks, 10 weeks, 10
3. 1 year 49 weeks 7 weeks 7
4. 9 months 36 weeks 6 weeks 6
   6 months 25 weeks 5 weeks 5
5. 4 months 16 weeks 4 weeks 4
6. 2 months, 9 weeks, 3 weeks
7. 1 month and 4 weeks
   It seems quite easy to calculate, but this form is quite clear and professional

11. Schedule
Keep internal and external schedules as much as possible, and software projects will always be delayed
Get rid of those who complete the task within the actual development time, because they are overestimating everything and wasting your money

12. Rhythm
The real difficulty starts from project completion 30%, which is summarized by me.

Part 4
13. Politics
Useful politics is to form a highly trusted environment

1. Build consensus
2. Fact Survey
3. Open discussion
4. Establishment of common interests
5. Never rashly make a promise

14. Communication

1. Confirm the problem and reach an agreement on the definition
2. Confirm this problem on the engineer's own
3. Communicate with engineers about the solution
4. Put forward the request directly, including the scope, priority, and duration

Follow these steps. The key last step is to reach a consensus between the two parties.

15. Commitment

At the end of each group meeting, you have to confirm whether everyone at the meeting knows what they are responsible. If you have different opinions, you can make further persuasion at this time. If you do not accept them, you can decide whether to continue the Plan. There will be no more excuses or problems later. Commitment is the beginning of a highly trusted environment.

16. Compensation

Personal skills do not determine salary. Task Difficulty and skill level jointly determine salary. The best solution to high salary is to increase the difficulty of the task.