
Let’s look at a classic software projects paper published in The Journal of Defense Software Engineering in March 2005. It discusses why software projects fail so often. Some of the concepts discussed are old school and the criteria for success aren’t what we’d use today, but it’s a fascinating snapshot of the problems that were faced in the old times.
Despite its age, we still find some of these problems can surface in modern software delivery. Understanding where we came from can help guide what we do next.
Watts S. Humphrey asks 12 questions in his paper:
- Are all large software projects unmanageable?
- Why are large software projects hard to manage?
- Why is autocratic management ineffective for software?
- Why is management visibility a problem for software?
- Why can’t management just ask the developers?
- Why do planned projects fail?
- Why not just insist on detailed plans?
- Why not tell the developers to plan their work?
- How can we get developers to make good plans?
- How can management trust developers to make plans?
- What are the risks of changing?
- What has been the experience so far?