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As people, we like to think that we understand one another, and that we remember things well. But all kinds of practical experience backed by all kinds of psychological studies show that two people coming out of a meeting where everyone thought they had agreed on everything are likely to have very di erent pictures of what was agreed on. This wastes a lot of time and money.

the exact value in it. Plan results change automatically based on a variety of changes within your Quicken data file:

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

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Just last week I was managing a small project where we were delivering eight speci c improvements to a software program. Seven of them were speci ed clearly, and that work took about twelve hours. We did not have exact information about the other item, although it was on the list. That one item alone added four hours of work to the project. That is, it increased time and cost by 25%. We chose not to bill the client for the extra time, but the mistake left everyone feeling a fair bit less happy with the results of the project. This small example shows the importance of planning in writing and communicating those plans clearly. But why does such a small mistake take so much time to x It is the result of the nature of project work, as explained in the 1:10:100 rule.

When the account balances referred to in the plan change, the plan changes accordingly. When you change plan assumptions, the plan changes accordingly. When you use Quicken s planners to plan for major purchases, college, retirement, and other events that affect your finances, the plan changes to include these events. When you play what if with assumptions and save the changes as your plan, the plan changes accordingly. I tell you about playing what if a little later in this chapter, in the section Playing What If.

Figure 1-3.

Quicken also keeps track of your progress toward certain events and savings targets. It displays this information in the Planning tab of the Financial Overview window (refer to Figure 16-1).

Everything we make goes through three broad stages of development: conception and planning; building and testing; delivery and use. In the rst stage, we are working with ideas, and our milestone is a written plan. In the second stage, we are building, and the result is the physical system, tested and working. In the third stage, the system is put into place, and then maintained for the length of its useful life. There is a bottom-line fact about these stages. It is always least expensive to plan well, and resolve all problems in the conception and planning stage. It costs 10 times as much to resolve the same problem in the building and testing stage, and 100 times as much to resolve the problem when the system is in production. This is the 1:10:100 rule.

Event Status displays information about events in your plan that are funded with specific accounts. Monthly Savings Targets displays information about your savings toward events in your plan.

As an alternative to fdisk, you can use parted (www.gnu .org/software/parted). parted lets you manage hard disk partitions, create new ones and delete old ones. Unlike fdisk, it also lets you resize partitions. To use parted on the partitions in a given hard drive, none of the partitions on that drive can be in use. This means that if you wish to use parted on partitions located on that same hard drive as your kernel, you have to boot your system in the rescue mode and choose not to mount your system

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