Thread: Deadlines

Originally Posted by twomers

in the real world, how do PM's react to early projections
of late delivery? of course it depends on so many conditions, but in general, do they
prefer "I will need need an extra month or an extra guy" at the start of a project or
a "I will be a week late" at the end?

Adding new members to the team isn't always possible. Unfortunately many companies only start a serious project analysis after the contract is signed. Before that, top management usually sits with project managers only (they almost never ask senior developers or team leaders to those meetings) and grind the project manager brain into a pulp, until he commits to a poorly analyzed schedule and cost estimate he had to do in a rush because management wanted an answer in 3 days.

Then the proposal goes to the customer, he accepts and a contract is signed. From then, as far as top management is concerned, costs have been written on stone. It's only after the contract is signed that finally many companies start proper project analysis. At this stage, if the PM finds himself in need of more personnel (more costs) or more time (minor breach of contract), management will never accept that they virtually pointed a gun at his head to come up with hasty numbers; "You were the one that told us! We only asked you to tell us how much and when. Heck, we even asked you if you were sure!"

This is the main reason behind many of your x + tn project managers. And, believe it or not, it happens constantly even among companies whose top management are software engineers and that should know better. It's particularly bad on companies with internal career advancement plans, or with bonuses strategies or internal competition environments. These apparently healthy corporate practices, are however more likely to distort reality and result too often on dishonest claims (conscious or not) during decision-making meetings.

Usually it's the deadline that suffers. Moving developers from other projects is rarely possible and hiring new developers is particularly avoided. Human resources are the biggest slice of a software development firm. They usually amount to 90% of the entire operational costs of a company of this nature. This is particularly the case on countries with strict employment laws, where the costs of hiring a new employee go well beyond his salary and must contemplate other benefits. It is usually easier with outsourced projects operating with cheaper labour and on countries with friendlier (to the companies) hiring rules. In those circumstances you may indeed see top management more open to the possibility of temp hiring.