112 Part II: Planning (Web hosting servers) Your Software Project Possibility
112 Part II: Planning Your Software Project Possibility of Occ urr Figure 5-1: Project priority determines a stakeholder s utility function. Severity of Impact to Project Success Mitigating Risks Early On Here s a rule for you to remember for the rest of your life well, for the rest of your life as a project manager: Projects are more likely to fail at the beginning and more likely to succeed at the end. In other words, when a project is first starting out, it faces lots of unknowns that can affect its ability to even get moving. Although a project is more likely to fail at the beginning, the fact that you haven t invested as much in the project at the beginning means that the impact of the failure isn t as great as it would be if you d spent months working on the project before it died its untimely death. Although your project is less likely to fail at the end, the fact that you have already invested so much time and money in the project means that the impact of the failure can be significant. Figure 5-2 shows that as the project moves closer to the end of development, it s more likely to succeed. This rule underscores why software projects (and, really, all projects) usually fail at the beginning, not the end. A failure to capture requirements, develop concepts, and plan, plan, plan are a poor foundation for project success. The project manager with a poor foundation that is hoping for a successful project is kidding himself. Good luck is always for the ill-prepared.
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