| Sumario: | This article describes software projects, and how the management of many companies have agreed to probability of completion rates that are as low as 20%. The author reports about many instances where project managers fully expect a late delivery or delayed installation. When the inevitability of a delay becomes obvious, the workload increases to intense levels, causing teams to work in very inefficient and error-inducing ways. The most frequent method that companies use to create estimates is to begin with a plan for the project, which comprises a network of interconnected tasks and predicted dependencies and relationships.
|
|---|