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: Problems determining the exact nature of the project : Public assurance from the various shareholders, stakeholders, and miscellaneous managers surrounding the project may or may not be honest indications of the real situation. : As we learned from chapter the best time to deal with these concerns is before the project begins. : Each of the four main political groups should provide assessments of the project. : Get through to the constituency who are talented at knowing what information is relevant. : : How is the daily build process measured? : This “daily build” seems to be the heartbeat of the project. This system makes it eaiser for the PM to physically observe the behavior of the software and makes it more difficult to hide whatever problems are plaguing the project. The question is are the project managers physically observing the “daily build”? Or are they really settling for weekly or are they settling for weekly, monthly or semi annual builds? : It seems that they are trying to measure inch-pebbles using this incremented delivery method. Normal circumstances call for measurements by the month or week so getting staff conciousness to change. So was the daily build implemented on the first day of the project? : It seems that the number of large user groups involved with the design is too great. The business is giving up those they can spare, they seem to be continuously arguing amongst themselves because they all don’t really know what’s going on.(Makes it hard to separate the wheat from the chaff) : People, people, people the three most important things you need on any project. Get the best, keep them and loose the rest! You can work with a team of lesser size if there good and if there that good the will adopt a common useful process.

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