| tester384@yahoo.com 2005-10-17, 7:02 pm |
| http://www.stickyminds.com/BetterSo...ne.asp?fn=cifea
When our company acquired a competitor's company, we were given less
than a w to decide what to do with its largest project. Two
colleagues and I had spent all day with the new team, and, after a late
dinner with the team leads and managers, the three of us went back to
our hotel. We found a quiet corner in the lobby and compared notes on
what we'd learned through the long day. We'd learned that for the
past year the project had consistently remained twelve months from
shipping based on estimates at the time. We'd learned that the
project had an incredible rate of unnecessary requirements change and
that the product vision had changed repeatedly. The company also had
selected a new architecture well beyond anything they had done before,
and they'd chosen a new language along with it. We learned that the
project had some very good people but that many team leads had been
selected more for their closeness to the VP than for their skills.
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