Rigidity, late-blooming requirements conflicts, triangular relationships and simple geography conspired to deliver half of what a major technology project promised. On this effort, it seemed, you could change everything but the way the team worked.
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On development projects, operational issues should be factored into the requirements or you could end up with a product that meets all the business requirements but is too costly to maintain and support in the real world. To avoid this, consider adding a seat at the table for operations to participate in the requirements gathering stage.