Realistic expectations go unchallenged, unrealistic expectations go un-communicated.

This statement misrepresents a fundamental principle of communication and stakeholder management in contracting. The opposite is often true. Unrealistic expectations are a primary source of conflict precisely because they are communicated but are not grounded in reality, leading to disputes. A key role of a contract manager is to proactively identify, surface, and manage these unrealistic expectations through clear communication. Conversely, even realistic expectations can be challenged during negotiations due to budget constraints, competing priorities, or differing interpretations of requirements. Effective contract management requires that all expectations are communicated and aligned to prevent future misunderstandings.

A. True: This is incorrect. The statement presents a flawed premise. Unrealistic expectations are frequently voiced and must be managed, while realistic ones can still be subject to negotiation and challenge.

1. National Contract Management Association (NCMA). (2019). Contract Management Body of Knowledge (CMBOK) (6th ed.).

Reference: Competency 2.1, "Communication and Documentation," and Competency 4.1, "Conduct Negotiations." The CMBOK emphasizes that a contract manager's role includes facilitating clear communication to surface and align all stakeholder expectations. The process of negotiation inherently involves challenging expectations (both realistic and unrealistic) to reach a mutual agreement. The text implicitly refutes the idea that unrealistic expectations are left un-communicated; rather, it provides tools to manage them once they are communicated.

2. Garrett, G. A. (2007). World-Class Contracting (4th ed.). CCH Incorporated.

Reference: Chapter 4, "Customer and Supplier Relationship Management." This text discusses the importance of managing customer expectations. It highlights that a failure to address and correct unrealistic customer expectations early in the relationship is a common cause of project failure and disputes, directly contradicting the notion that such expectations go un-communicated.

3. Project Management Institute (PMI). (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.).

Reference: Section 13.3, "Manage Stakeholder Engagement." This section describes the process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. A core part of this process is identifying and resolving misalignments, which often stem from communicated but unrealistic expectations.