Reflections on the Changing Nature of Projects

As we have moved from building great physical monuments such as the pyramids to ethereal constructions like computer operating systems, the nature of project management changes. In pyramid construction progress could be observed, and resources could be added, substituted and transferred. In software construction progress is difficult to measure, workers often know more than their supervisors, and adding resources can sometimes extend the completion time. Further, projects that are late, with major flaws and unprecedented cost over-runs, find not only acceptance but also often market success. Despite the fact that in 1994 only nine percent of IT projects were completed on time and on budget, project managers continue to try to apply the control levers of cost, time and specification.