Comment by persolb

Alon Levy being brought up on this topic always tweaks my “but somebody is wrong in the internet.” I’ve been on several of the projects he talks about. He’s right about the macro numbers and the general vibe, but often wrong when he starts talking about he details.

The main issues are, in general: 1) increased regulation, which includes internal self-regulation. Lots of rules that are preventing potential minor problems, but have a lot of overhead to follow. 2) large projects are treated like a Christmas Tree. Everybody expects their vaguely adjacent hobby horse to be addressed by the project… so scope keeps growing. There is ALWAYS something you can point to that has a good cost/benefit; and always addressing these ensures that the project never actually finishes. 3) lack of decision making. There is a general analysis paralysis and fear of making the wrong call. It’s often cheaper to just move ahead and risk rework. By not moving ahead, change orders are being incurred anyway.

As much as a hate saying it, the best thing for any large project in these orgs is being run by a semi-dictator who has enough political capital internal to the org, and who strongly objects to anything outside of scope.