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Essay / Research Paper Abstract
This 5 page paper discusses death march projects: what they are and why they evolve. It answers a series of questions about them. Bibliography lists 3 sources.
Page Count:
5 pages (~225 words per page)
File: KV32_HVdthmar.rtf
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Unformatted sample text from the term paper:
death march project is a project that is given half of what it needs to succeed. If its something that can only be done in 12 months, it will be
given six; if it needs 10 people; it will have five on the team; if it needs $100,000 it will get $50,000; and the technical aspects of the project are
twice as large as they should be (Yourdon, 2004). Another way of saying this is that death march projects have a 50% failure rate (Yourdon, 2004). The questions really are:
who in their right mind would expect a decent result from this kind of nonsense; and who would work on such a thing? It would seem to be career suicide.
The first question is what can systems design and development professionals gain by describing something as a death march project? IT people frequently complain that "their corporate bureaucracy stifles productivity
and introduces unnecessary delays into the software development process" (Yourdon, 2004). The bigger the company, however, the more entrenched the bureaucracy, and the longer the delays, especially in those companies
"where the methodology police enforce strict adherence to SEI-CMM or ISO-9000 processes" (Yourdon, 2004). In addition, HR may have complex procedures for hiring employees or outside contractors, further delaying things
(Yourdon, 2004). In these circumstances, declaring a project to be a death march may allow the IT department to do an end run around some, if not all, of these
bureaucratic obstacles (Yourdon, 2004). In the most extreme circumstances, which may also be the best, the death march project "takes on the characteristics of a skunk works project: The project
team members move out of the corporate facility into a separate building, where they can carry out their work without the distractions of the normal bureaucracy" (Yourdon, 2004). But
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