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Because software, unlike a major civil engineering construction project, is often easy and cheap to change after it has been constructed, a piece of custom software that fails to deliver on its objectives may sometimes be modified over time in such a way that it later succeeds—and/or business processes or end-user mindsets may change to accommodate the software.
For example, a business plan for a non-profit might discuss the fit between the business plan and the organization's mission. Banks are quite concerned about defaults, so a business plan for a bank loan will build a convincing case for the organization's ability to repay the loan.
(For example, that modern efforts – being computerized and less localized invisibly – have less insight and control, and more dependencies on transportation.) [15] Bent Flyvbjerg and Dan Gardner write that planning on government-funded projects is often rushed so that construction can begin as soon as possible to avoid later administrations ...
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The business has stabilized following a sharp sell-off at the start of the pandemic, which led it to suspend its dividend temporarily, and it now offers a dividend yield of 7.2%. It began paying a ...
Brooks's law is an observation about software project management that "Adding manpower to a late software project makes it later." [1] [2] It was coined by Fred Brooks in his 1975 book The Mythical Man-Month. According to Brooks, under certain conditions, an incremental person when added to a project makes it take more, not less time.