Pressure
I was pushing myself and my team unreasonably because I slipped back into the manufacturing mindset. Old habits die hard. Managers running software projects with teams trying to grow software will face an almost irresistible urge to do what I did. When things look a little hairy, control will beckon.
Growing software relieves some problems (such as requirements ambiguity), and gets rid of others (such as analysis paralysis), but most of the typical project frustrations will still be there. People are people, and we typically can't turn our backs on our habits at the drop of a hat. Almost every really big project problem I've ever seen was an interpersonal problem at root. Sooner or later, somebody's going to put pressure on a manager ...
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