Evaluation of the metrics of a project, Project A, warned us that the schedule proposed by the contractor-14 months-was unrealistic. Thirteen months later, as we expected, the contractor had to add nine months to the delivery schedule. This kind of delay happened so often as to be characteristic. The problem facing the KPN purchasing organization was making measurement effective at the beginning of the purchasing process, rather than a sad footnote at the end of it.
Managing Software Acquisition
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