Resources have been stretched to the limit given the continuing economic struggle, and that means more and more of team members are feeling the fatigue of doing more with less. This can be made worse (as blog author Alicia Trelles-Duckett explains) by managers who “say yes to everything” without considering what their project members already have to do: It was very unfortunate because the responsibility of a company’s management is, precisely, to prioritize in the face of constrained resources. It is not to take the easy way out, “say ‘yes’ to everything”, and demand that teams work under stressful conditions. Although it may look like such a manager is being cooperative, this is not the case. The result will be disappointed customers, or overworked employees who will become ill or leave the business. In other words, “saying yes to everything”, while easy, is not sustainable. It also doesn’t merit the higher salary that managers command for supposedly making thoughtful and informed decisions about organizational resources. Trelles-Duckett looks to PMBOK ® as a guide: the methodology indicates that a project should start with proper initiation, not planning. During initiation, the project’s feasibility is considered (what other work exists, what are the resources working on currently, etc). If during initiation it’s decided that the project can be started, those in charge agree that they will dedicate the time and resources to that project to reach completion.