Tom Evslin is right on with these observations about how to manage software projects. This is just the sort of thing I was trying to do when I led and managed developer teams at HP. Short times between milestones, design for flexibility in the level of functionality, cut stuff to fit the due date. Back then, we called it iD: "incremental development."HP software purists scoffed at these ideas. They held the view that "it's done when it's done." No amount of explaining the true commercial realities would convince them that due dates had a valid place in development schedules.
One aspect he missed: bribes for meeting milestones ;-)
Categories: software engineering, herding cats.
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