1. Use it as a checklist to see how your beliefs match up with the affirmations.
   
   
2. Pick just one to three that resonate the most with you. Avoid the trap of thinking you have to focus on all of these to be successful; it's too overwhelming.
   
   
3. If you don't see any that hit home, make up a few of your own if you are so moved. Or, reword some of my examples here to make them emotionally meaningful to you.
   
   
4. In creating your own affirmations, write them down. That helps to make them real. Be sure to write them in the present tense, as if you are already living them.
   
   
5. Revisit them daily for a few seconds. If not, go for at least 3 times a week.
   
   

Project Methodology
Right Fit
I am a whole-brained project manager. I use waterfall methods for projects that feature low change and low uncertainty. I use agile approaches for projects that have a high change / high uncertainty factor.

Simplicity
I shun bureaucratic practices and routinely do the simplest things that work

Value Creation
My project plans are comprised of results (work products and deliverables) to be produced rather than tasks to be completed.

Reality Rules
I do not defend the project plan; rather I routinely re-do it to reflect the latest information and surprises. I no longer try to change reality to fit the plan.

Business Focus
I plan and manage my projects as financial ventures with an expected business payback.

Meaningful Metrics
My projects define success in an actionable, measurable way that is agreed to by the sponsor and other key stakeholders.¹

Quantum Mindset
Mental Model
My picture of an extreme project is that of a looping, squiggly line moving from left to right rather than a nice orderly waterfall (even though I wish the latter were the reality).

Agility

• I recognize that adaptability is more important than predictability.
  
• Since the future is uncertain, I allow the latest results to drive planning rather than expecting the plan to drive results.
  

Leadership
My Role

• As project manager, I am first and foremost a relationship manager and not a taskmaster.
  
• I now realize that when I lead the process, I lead the people (even though I have little direct authority over them.) As such, I have mastered the essential process skills.²

Sponsorship
I ensure that each of my projects has a strong sponsor. When I have no named sponsor, I get one. When I have the wrong sponsor, I find a proper way to replace him.

Integrity
I not only talk about the "good," but am open and honest about the "bad and the ugly," even in the face of fear.

Teamliness
I consistently foster a project environment that creates ownership for results and builds on people's desire to make a difference.

Innovation
I passionately encourage new ways of doing things, even when they are not popular.

Collaboration
I ensure that key project stakeholders routinely collaborate with the project team to provide timely input, feedback and to solve problems when needed.

Self-Mastery
Courage

• I assert myself and stand up for the team when I feel people's expectations are out of line for me or the project.
  
• Faced with policies and methodologies that are counterproductive to my project, I seek to change them, get dispensation from using them, or just plain break the rules.
  

Quality of Life
My work life does not sacrifice my personal and family life.

Attitude
I don't whine about things over which I have little control. When others whine, I re-focus their attention on things over which they can have an impact.