The Project

The Jaded organization professionals often provide to 90-90 rule when discussing particularly hard software projects:  the first 90 % of a system absorbs 90 % of the allotted effort and time.  The last 10 % takes the other 90 % of the allotted time and effort.  This statement tells us much about the state of a project that gets into trouble:

The manner in that progress is assessed is called flawed.  (It is Obvious, if the 90-90 rule is true, 90 % complete is not an accurate indicator).

There is no path to calibrate progress because the quantitative metrics are unavailable. The project plan has not designed to the accommodate resources needed at the end of a project.

The risks have not been considered explicitly and a plan for monitoring, mitigating and managing them has not been developed. The schedule is (1) flawed or (2) unrealistic.

To overcome these problems the time must be spent at the starting of a project to develop a realistic plan, during the project to monitor the plan and by the project to control quality and change.