Calibrate resource use and project management costs with project needs and expected returns.
Clearly essential to the sustainability of the project; but too easy to forget when an executive is going for broke to show that he or she has the goods.
If costs and their effect are not managed, the executive responsible could end up looking for other work.
Notice I’m not talking about the PM here, but the executive responsible. I take it the PM is keeping track of every cost account in the project and doing some sort of ‘earned value’ management, even if only informally.
An informal EV process won’t give reliable information, but with a skilled PM it will enable some objectivity in assessing progress and delivery against the expected value that will be produced; and in project delivery, business value is the only game in town.