As it turns out every customer I know bought a “capability” to doing something useful.

The measure of “done” is usually in units of “needed capabilities” for software projects. But the same for flying to the moon or mars, delivering power from a nuke plant, and most anything someone paid money for.

As it turns out every customer I know bought a “capability” to doing something useful.

The measure of “done” is usually in units of “needed capabilities” for software projects. But the same for flying to the moon or mars, delivering power from a nuke plant, and most anything someone paid money for.

Thanks for adding a very important perspective. Businesses (and thus, project management) are all about delighting customers. And the “done” must be meaningful to the customer.

Have a fantastic Friday.

Best Regards,
Utpal

Thanks for adding a very important perspective. Businesses (and thus, project management) are all about delighting customers. And the “done” must be meaningful to the customer.

Have a fantastic Friday.

Best Regards,
Utpal

Aside from title description, Capers Jones field research shows vague and incomplet requirements are the number source of cost and schedule overruns. His categories are broad. They do not include construction, but do include SW and HW in a variety of government and commerical domains. Possibly construction is different.

Jones and the assessments of the programs we work in defense have shown that unrelaistic dedlines – irregardless of the desires of the “customer” are the seceond sources of OTB (Over Target Baseline).

While to term “frozen” elicits many images, requirements stability is essential for any non-trival projecct. Emerging or unstable requiremenst is equivalent ot “rework,” Which of course means OTB.

So I not sure in your post how a solution can be conjctured in the presence of unrealistic deadlines, vague and incomplete requirements.

So independent of the general phrase – the project life cycle, how specifically are the issues you’ve presented addressed in the projects you manage?

Aside from title description, Capers Jones field research shows vague and incomplet requirements are the number source of cost and schedule overruns. His categories are broad. They do not include construction, but do include SW and HW in a variety of government and commerical domains. Possibly construction is different.

Jones and the assessments of the programs we work in defense have shown that unrelaistic dedlines – irregardless of the desires of the “customer” are the seceond sources of OTB (Over Target Baseline).

While to term “frozen” elicits many images, requirements stability is essential for any non-trival projecct. Emerging or unstable requiremenst is equivalent ot “rework,” Which of course means OTB.

So I not sure in your post how a solution can be conjctured in the presence of unrealistic deadlines, vague and incomplete requirements.

So independent of the general phrase – the project life cycle, how specifically are the issues you’ve presented addressed in the projects you manage?