2.  Typically, projects are managed by focusing on the delivery of the tasks that make up the project
3.  Projects over budget, not providing planned specs or scope Too long lead times of projects Chaotic hoop-jumping and midnight oil- burning to meet project due dates Reluctance to take on new projects
4.  Project management becomes a chaotic exercise, resulting in inordinate pressure to meet task due dates and frequent replanning of the project , but the long-established strategy of focusing on task completion does not seem to work too well.
5.  Conflict is addressed by risk management efforts that provides little more than compromise or "optimization." Trim a little safety in one task, risk a little lateness against the promise. Add a little safety in another task, extend the project a little. There is never really a satisfactory compromise.
6.  This is a proven "whole system" approach to project management that doesnt rely on managing a project based on a series of supposedly "safe" task estimates.
7.  Using buffers in order to protect the project due date Thanks to the statistics of aggregation, these buffers can be much shorter than the sum of the spread out safeties they replace, hence shortening the overall lead-time of the project.
8.  Task behaviors are also impacted favorably The now shortened expected durations drive a sense of urgency and help to drive out resource distractions and the urge to multi- task
9. Most importantly,the resulting schedule isnow largely immunized from variation anduncertainty15-25% shorter than traditional schedules