Chapter 18: Ten Ways to Make Your Software (Adelphia web hosting)
Chapter 18: Ten Ways to Make Your Software Project Crash and Burn 351 Rubicon River and died, well, that s a pure risk he would ve taken and lost. Business risks, on the other hand, can be anticipated and planned for. As the project manager, you may have to cross the metaphorical Rubicon when you accelerate a project in order to decrease time to market, or gamble that an inexperienced programmer will write in good code, free of errors, so that you can decrease costs. If these gambles succeed, you may have managed to swim the English Channel, never mind the Rubicon (which is a rather poor excuse for a river to begin with). Projects are more likely to fail at the beginning and succeed at the end. They fail at the beginning because of the huge quantity of unknowns that you must plan for. You have to think about scope creep, technology advances, and the unrealistic expectations of the stakeholders. There are so many risks associated with software project management that it would take too long to plan for all of them even if you could identify all of them. So why bother creating a risk management plan, performing qualitative and quantitative analyses, and worrying about risk assessments when you already know that all projects have a ton of risks? What s the point of documenting and planning for risks when you already know they are going to occur? Either play the odds or just hope for the best; things will work out some way. If you really want your project to crash and burn, take a risk and don t create a risk management plan. It takes much longer to fix problems that occur because of a lack of risk management planning than to avoid them in the first place. But because we re talking about ways to kill a project, failing to adequately plan for as many risks as possible will assure that your path to project success will be blocked by the project Rubicon. Letting Your Ego Lead the Project This may be a complete shock to you, but you really don t know everything, and even if you did (which you don t), you can t do everything. You need to rely on others to help complete your software project. Everyone on your team and all of your stakeholders have something to offer to the success of the project. Trying to perform all project tasks on your own or without soliciting input from your subject matter experts is a brilliant step if you want to sabotage your project. Trying to do everything on your own is easy enough, but to really kill your project right, be sure to also deny that you will make mistakes along the way. Remember the story from Chapter 17 regarding the invention of sticky notes? In the process of trying to create one thing, someone made a mistake and
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