Agile development, early warning, Darwin, and failure

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I'm not sure identifying projects that are doomed to fail, either because they are too hard or have a delusional value proposition, are usually pretty easy to identify.

But you do you convince the guy a few layers up that not only is the project destined to fail (or least blow an excessive amount of time and money), but also that the failure will be bad enough to be worth the political repurcussions of questioning the project?

It's quite common for managers (both business and IT), especially "up and coming" ones, to become very personally connected to a project well before its viability has been flushed out, and to personally link more senior leadership to the project. Once that happens, people don't want to admit it was a mistake, or that scope should be slashed, or whatever is necessary. They'd rather keep promising until someone stops paying attention.

Posted by: Erik Engbrecht   Posted on: 11/25/07 You are currently: a Guest | Members login | Terms of Use

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