diff --git a/project management/project management.html b/project management/project management.html
index eaabf3a03635ba82dcb26082d71f9d0edee04b73..7fa4eea37e933b6a97c46731bf6172d65dbaa625 100644
--- a/project management/project management.html	
+++ b/project management/project management.html	
@@ -266,6 +266,8 @@ Listen carefully:
 # Formulate requirements
 
 Decompose concept to suitable abstraction level.
+	
+functional & non-function requirements
 
 YAGNI: Effort increases in O(exponential) due to complexity.
 
@@ -278,6 +280,8 @@ YAGNI: Effort increases in O(exponential) due to complexity.
 Cannot predict the future -> how to estimate cost?  
 Can estimate relative complexity!
 
+technology / mastery independent
+
 Tipps:
 - Use coarse-grained numbers (Fibonaccy)
 - With more unknowns, tend to increase complexity
@@ -290,7 +294,7 @@ Same for rewards.
 
 Combine features into sensible packages.
 Resolve dependencies.
-Decide upon milstones.
+Decide upon milestones (properly spaces, measurable).
 
 ---
 
@@ -321,6 +325,7 @@ Content:
 - Schedule & Milestones
 - Price & Payment agreements
 - Legal: Intellectual Property, Bugfixing, Maintenance
+- (Maintenance for 10% - 20% yearly effort)
 
 Courses:
 - [E-Business Recht](http://www.vvz.ethz.ch/Vorlesungsverzeichnis/lerneinheit.view?lerneinheitId=139975&semkez=2020W) (HS)
@@ -331,87 +336,31 @@ Courses:
 
 Do not work for free: For bigger projects, sell requirements engineering or proof of concept.
 
-
----
-
-
----
-
-# 
-
-
-# Write offerte
-
-
----
-
-requirements are clear
-schedule is realistic
-risks are manageable
-environment is controlled
-ressources are appropriate
-
-(financial) incentives match
-
----
-
-# Making requirements
-
-requirements:
-	
-function & non-function requirements
-
----
-
-# Reasons for project failures
-
-    Unrealistic Goals, Schedules and Budgets
-    Failure to Address or Adequately Consider the Need to Simplify Complex Business Processes and Rules That Cannot Readily Be Implemented Into New Solutions
-    Governance and Oversight Lack Accountability and Responsibility
-    Organizational Culture and "Optimism Bias" During Supplier Evaluation and Procurement
-    Poor Project Discipline and Process Controls That Impede the Ability to Make Informed Decisions
-    Failure to Define, Control and Track Change Requirements, and, in Particular, to Reference Changes Back to the Original Need
-    Underestimation and Overconfidence With Regard to Risk
-    Insufficient Management or Technical Expertise From External Service Provider, System Integrator or Consultant
-    Failure to Understand or Address Nonfunctional and Technical Performance Requirements
-    Program Manager Not Provided With Adequate Authority to Ensure the Project Is Undertaken as Required
-
-
 ---
 
-# Estimation
-
-can't predict the future
+class: center, middle
 
-can estimate *relative* complexity
+# Execute a successful project
 
-concrete process:
-- decompose tasks i
+<i>No surprises.</i>
 
 ---
 
-# basic tasks
-
-ownership product -> outside
-vision, expertise, schedule -> team
-progress, relationships -> stakeholders
+# Review progress & risks
 
+Take corrective action early
 
 ---
 
-# Making a schedule
+# Manage expections
 
-estimation:
-	complexity
+You're 1# job!
 
-milestones:
-	measurable
-	realistic
-	properly spaced
+Communicate progress to stakeholders.
 
 ---
 
-# During the project
+# Manage changes
 
 keep stakeholders informed
 manage expectations
@@ -431,17 +380,14 @@ maintenance needs to be considered
 
 ---
 
-# aspects
-
+# Getting it Done
 
-complexity exponential
-APIs complex
 getting it done
 bugs after launch
-maintenance is 10-20%
-complexity / estimation technology independent
 
 
+# After the project
+
 ---
 
 # during project
@@ -450,9 +396,6 @@ continuously overview risks
 manage cost
 manage expectations
 
-
-
-
 ---
 
 # About changes