Fix typos

project management/project management.html

@@ -44,7 +44,7 @@ Nearly universally referenced issues:
 - Inaccurate estimates
 - Unexpected risks
 
-[Source 1](https://www.atspoke.com/blog/it/reasons-for-it-project-failure/), [Source 2](https://www.orellfuessli.ch/shop/home/artikeldetails/ID39325699.html), [Source 4](https://www.gartner.com/en/documents/2892218), PMO Survey 2020
+[Source 1](https://www.atspoke.com/blog/it/reasons-for-it-project-failure/), [Source 2](https://www.orellfuessli.ch/shop/home/artikeldetails/ID39325699.html), [Source 3](https://www.gartner.com/en/documents/2892218), PMO Survey 2020
 
 <img src="images/project-fail-reasons.png" width="100%">
 
@@ -75,7 +75,7 @@ List out of "Project Recovery" by Harold Kerzner
 - Technologically unrealistic requirements
 - Lack of a clear vision
 - New executive team in place with different visions and goals
-- Corporate goals and/or vision not understood at the lower organiza-tional level
+- Corporate goals and/or vision not understood at the lower organizational level
 - Plan that asks for too much in too little time
 - Poor estimates, especially financial
 - Unclear stakeholder requirements
@@ -296,7 +296,7 @@ Cannot predict the future, but **can estimate relative complexity**.
 Technology / mastery independent!
 
 Tips:
-- Use coarse-grained numbers (Fibonaccy; 1 1 2 3 5 8 13 ...)
+- Use coarse-grained numbers (Fibonacci; 1 1 2 3 5 8 13 ...)
 - With more unknowns, tend to increase complexity
 
 Same for rewards.
@@ -319,7 +319,7 @@ Cannot predict the future, but **can estimate relative complexity**.
 Technology / mastery independent!
 
 Tips:
-- Use coarse-grained numbers (Fibonaccy; 1 1 2 3 5 8 13 ...)
+- Use coarse-grained numbers (Fibonacci; 1 1 2 3 5 8 13 ...)
 - With more unknowns, tend to increase complexity
 
 Same for rewards.
@@ -509,12 +509,13 @@ class: center, middle
 Changes happen, deal with it.
 
 Tools:
-- Schedule features early with uncertainty.
+- Schedule features with uncertainty early.
 - Explicitly acceptance test features / milestones.
 - Clarify expectations (changes in cost / schedule).
-- Define process how & when changes are applied (and who pays for it).
+- Define process for how & when changes are applied (and who pays for it).
+
+Baseless claim: Ignoring change requests is as much a project failure as unapproved delays / cost overruns.
 
-Baseless claim: Ignoring change requests is as much a project failure as unapproved delays / cost overruns over it.
 ---
 
 # About people
@@ -555,7 +556,7 @@ Tools:
 
 # Enterprise project management
 
-agile management:
+Agile management:
 - https://scrumguides.org/scrum-guide.html
 - https://www.scaledagileframework.com/