Projects fail. Some say 40 percent of all IT projects fail, some say 70 percent. And it has been that way for years.
Each project fails for its own reasons but they all share one thing in common: the project model. Could it be the project model itself which creates failure?
In this tour de force Allan Kelly explains why the project model is a poor fit for managing software development. Working from industry-recognized definitions of projects, he describes how the model deviates from reality then goes on to discuss:
- Why focusing on time, scope, and cost damages software, creates goal displacement, and reduces quality
- How projects miss the bigger picture
- Why maximizing value demands work across projects
- When debt is good and how projects increase technical debt to the detriment of value delivery
- The false projects and conflicts that arise when companies apply the language of projects to continuing work
Projects end. Successful software continues. Twenty-first-century digital businesses want to continue and grow.