The Requirements as Contract
Most IT professionals who have developed systems and software, managed technology organizations, or consulted on management practices would probably acknowledge that the avenues for change in corporate America are not nearly as well paved as they are in Hollywood. On some projects, customers have been known to walk in the door with new idea after new idea, no matter what phase the project may be in. And when that main door appears to be closed, they find a back door: They call in a favor or pressure a manager. Likewise, system architects may mislead the customer because of a desire to work with a new tool or exciting piece of technology; they twist the requirements to a preferred agenda.
Most of the time, scope creep ...
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