Waterfall (predictive) model - Revision history

Felix: /* Requirements */

2022-03-22T19:43:34Z

Requirements

← Older revision		Revision as of 19:43, 22 March 2022
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	===Requirements===		===Requirements===
	[[File:Leeres Diagramm-3.png\|~~425px~~\|thumb\|'''Figure 2''' Cascades. Own figure based on <ref name="Royce"></ref>]]		[[File:Leeres Diagramm-3.png\|450px\|thumb\|'''Figure 2''' Cascades. Own figure based on <ref name="Royce"></ref>]]
	To be able to successfully apply and use the waterfall model for the application in project management, the project must meet some basic criteria and requirements:		To be able to successfully apply and use the waterfall model for the application in project management, the project must meet some basic criteria and requirements:
	*The project must be planned predictively and exhaustively before the start. Changes during the project are not intended and changes of the plan or problems will cause high cost or time overruns. Therefore, it must be possible to define the requirements, performance measures and processes at the beginning of the project<ref name="Thesing"></ref>.		*The project must be planned predictively and exhaustively before the start. Changes during the project are not intended and changes of the plan or problems will cause high cost or time overruns. Therefore, it must be possible to define the requirements, performance measures and processes at the beginning of the project<ref name="Thesing"></ref>.

Felix: /* Annotated Bibliography */

2022-03-22T19:39:04Z

Annotated Bibliography

← Older revision		Revision as of 19:39, 22 March 2022
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	'''Project Management Institute. (2021). The Standard for Project Management and a Guide to the Project Management Body of Knowledge (PMBOK Guide).''' The book provides an overview to all project management related topics. In the context of project planning, it is not only important to understand how to apply a model, like the waterfall model, it is also necessary to understand which actions and tasks must be done in preparation to a project and how to proceed with certain steps during the execution of a project. The book provides comprehensive knowledge as well as guiding through related topics which not only do influence the outcome of a project itself, but also have an impact on the preparation and execution. This includes the gathering of information, decision making and more influencing factors as well as the managing of projects with a predictive approaches in general.		'''Project Management Institute. (2021). The Standard for Project Management and a Guide to the Project Management Body of Knowledge (PMBOK Guide).''' The book provides an overview to all project management related topics. In the context of project planning, it is not only important to understand how to apply a model, like the waterfall model, it is also necessary to understand which actions and tasks must be done in preparation to a project and how to proceed with certain steps during the execution of a project. The book provides comprehensive knowledge as well as guiding through related topics which not only do influence the outcome of a project itself, but also have an impact on the preparation and execution. This includes the gathering of information, decision making and more influencing factors as well as the managing of projects with a predictive approaches in general.

	'''Thesing, T., Feldmann, C. & Burchardt, M. (2021). Agile versus Waterfall Project Management: Decision Model for Selecting the Appropriate Approach to a Project.''' The paper published by T. Thesing et al. does not only provide a comparison of advantages and disadvantages between the predictive waterfall method and the adaptive agile method. They also present ~~insight~~ and feedback gained through an empirical survey among decision makers and project managers from the industry. Furthermore, they provide a hands-on and usable decision model for the selection of an appropriate approach for a project.		'''Thesing, T., Feldmann, C. & Burchardt, M. (2021). Agile versus Waterfall Project Management: Decision Model for Selecting the Appropriate Approach to a Project.''' The paper published by T. Thesing et al. does not only provide a comparison of advantages and disadvantages between the predictive waterfall method and the adaptive agile method. They also present insights and feedback gained through an empirical survey among decision makers and project managers from the industry. Furthermore, they provide a hands-on and usable decision model for the selection of an appropriate approach for a project.

	'''Kneuper, R. (2017). Sixty Years of Software Development Life Cycle Models.''' The paper gives a comprehensive summary about the evolution of different approaches over the last 60 years. While the paper itself focusing on software development and related methods, most of the models are transferrable for interdisciplinary application. Furthermore, different models and their individual evolutions, with most of them having roots connected to the original waterfall model, are presented.		'''Kneuper, R. (2017). Sixty Years of Software Development Life Cycle Models.''' The paper gives a comprehensive summary about the evolution of different approaches over the last 60 years. While the paper itself focusing on software development and related methods, most of the models are transferrable for interdisciplinary application. Furthermore, different models and their individual evolutions, with most of them having roots connected to the original waterfall model, are presented.

Felix: /* Annotated Bibliography */

2022-03-22T19:38:34Z

Annotated Bibliography

← Older revision		Revision as of 19:38, 22 March 2022
Line 62:		Line 62:
	'''Project Management Institute. (2021). The Standard for Project Management and a Guide to the Project Management Body of Knowledge (PMBOK Guide).''' The book provides an overview to all project management related topics. In the context of project planning, it is not only important to understand how to apply a model, like the waterfall model, it is also necessary to understand which actions and tasks must be done in preparation to a project and how to proceed with certain steps during the execution of a project. The book provides comprehensive knowledge as well as guiding through related topics which not only do influence the outcome of a project itself, but also have an impact on the preparation and execution. This includes the gathering of information, decision making and more influencing factors as well as the managing of projects with a predictive approaches in general.		'''Project Management Institute. (2021). The Standard for Project Management and a Guide to the Project Management Body of Knowledge (PMBOK Guide).''' The book provides an overview to all project management related topics. In the context of project planning, it is not only important to understand how to apply a model, like the waterfall model, it is also necessary to understand which actions and tasks must be done in preparation to a project and how to proceed with certain steps during the execution of a project. The book provides comprehensive knowledge as well as guiding through related topics which not only do influence the outcome of a project itself, but also have an impact on the preparation and execution. This includes the gathering of information, decision making and more influencing factors as well as the managing of projects with a predictive approaches in general.

	'''Thesing, T., Feldmann, C. & Burchardt, M. (2021). Agile versus Waterfall Project Management: Decision Model for Selecting the Appropriate Approach to a Project.''' The paper published by T. Thesing et al. does not only provide a comparison ~~between~~ advantages and disadvantages between the predictive waterfall method and the adaptive agile method. They also present insight and feedback gained through an empirical survey among decision makers and project managers from the industry. Furthermore, they provide a hands-on and usable decision model for the selection of an appropriate approach for a project.		'''Thesing, T., Feldmann, C. & Burchardt, M. (2021). Agile versus Waterfall Project Management: Decision Model for Selecting the Appropriate Approach to a Project.''' The paper published by T. Thesing et al. does not only provide a comparison of advantages and disadvantages between the predictive waterfall method and the adaptive agile method. They also present insight and feedback gained through an empirical survey among decision makers and project managers from the industry. Furthermore, they provide a hands-on and usable decision model for the selection of an appropriate approach for a project.

	'''Kneuper, R. (2017). Sixty Years of Software Development Life Cycle Models.''' The paper gives a comprehensive summary about the evolution of different approaches over the last 60 years. While the paper itself focusing on software development and related methods, most of the models are transferrable for interdisciplinary application. Furthermore, different models and their individual evolutions, with most of them having roots connected to the original waterfall model, are presented.		'''Kneuper, R. (2017). Sixty Years of Software Development Life Cycle Models.''' The paper gives a comprehensive summary about the evolution of different approaches over the last 60 years. While the paper itself focusing on software development and related methods, most of the models are transferrable for interdisciplinary application. Furthermore, different models and their individual evolutions, with most of them having roots connected to the original waterfall model, are presented.

Felix: /* Annotated Bibliography */

2022-03-22T19:38:02Z

Annotated Bibliography

← Older revision		Revision as of 19:38, 22 March 2022
Line 60:		Line 60:

	==Annotated Bibliography==		==Annotated Bibliography==
	'''Project Management Institute. (2021). The Standard for Project Management and a Guide to the Project Management Body of Knowledge (PMBOK Guide).''' The book provides an overview to all project management related topics. In the context of project planning, it is not only important to understand how to apply a model, like the waterfall model, it is also necessary to understand which actions and tasks must be done in preparation to a project and how to proceed with certain steps during the execution of a project. The book provides comprehensive knowledge as well as guiding through related topics which not only do influence the outcome of a project itself, but also have an impact on the preparation and execution. This includes the gathering of information, decision making and more influencing factors as well as the managing of projects with a predictive ~~approach~~ in general.		'''Project Management Institute. (2021). The Standard for Project Management and a Guide to the Project Management Body of Knowledge (PMBOK Guide).''' The book provides an overview to all project management related topics. In the context of project planning, it is not only important to understand how to apply a model, like the waterfall model, it is also necessary to understand which actions and tasks must be done in preparation to a project and how to proceed with certain steps during the execution of a project. The book provides comprehensive knowledge as well as guiding through related topics which not only do influence the outcome of a project itself, but also have an impact on the preparation and execution. This includes the gathering of information, decision making and more influencing factors as well as the managing of projects with a predictive approaches in general.

	'''Thesing, T., Feldmann, C. & Burchardt, M. (2021). Agile versus Waterfall Project Management: Decision Model for Selecting the Appropriate Approach to a Project.''' The paper published by T. Thesing et al. does not only provide a comparison between advantages and disadvantages between the predictive waterfall method and the adaptive agile method. They also present insight and feedback gained through an empirical survey among decision makers and project managers from the industry. Furthermore, they provide a hands-on and usable decision model for the selection of an appropriate approach for a project.		'''Thesing, T., Feldmann, C. & Burchardt, M. (2021). Agile versus Waterfall Project Management: Decision Model for Selecting the Appropriate Approach to a Project.''' The paper published by T. Thesing et al. does not only provide a comparison between advantages and disadvantages between the predictive waterfall method and the adaptive agile method. They also present insight and feedback gained through an empirical survey among decision makers and project managers from the industry. Furthermore, they provide a hands-on and usable decision model for the selection of an appropriate approach for a project.

Felix: /* Annotated Bibliography */

2022-03-22T19:37:33Z

Annotated Bibliography

← Older revision		Revision as of 19:37, 22 March 2022
Line 60:		Line 60:

	==Annotated Bibliography==		==Annotated Bibliography==
	'''Project Management Institute. (2021). The Standard for Project Management and a Guide to the Project Management Body of Knowledge (PMBOK Guide).''' The book provides an overview to all project management related topics. In the context of project planning, it is not only important to understand how to apply a model, like the waterfall model, it is also necessary to understand which actions and tasks must be done in preparation to a project and how to proceed certain steps during the execution of a project. The book provides comprehensive knowledge as well as guiding through related topics which not only do influence the outcome of a project itself, but also have an impact on the preparation and execution. This includes the gathering of information, decision making and more influencing factors as well as the managing of projects with a predictive approach in general.		'''Project Management Institute. (2021). The Standard for Project Management and a Guide to the Project Management Body of Knowledge (PMBOK Guide).''' The book provides an overview to all project management related topics. In the context of project planning, it is not only important to understand how to apply a model, like the waterfall model, it is also necessary to understand which actions and tasks must be done in preparation to a project and how to proceed with certain steps during the execution of a project. The book provides comprehensive knowledge as well as guiding through related topics which not only do influence the outcome of a project itself, but also have an impact on the preparation and execution. This includes the gathering of information, decision making and more influencing factors as well as the managing of projects with a predictive approach in general.

	'''Thesing, T., Feldmann, C. & Burchardt, M. (2021). Agile versus Waterfall Project Management: Decision Model for Selecting the Appropriate Approach to a Project.''' The paper published by T. Thesing et al. does not only provide a comparison between advantages and disadvantages between the predictive waterfall method and the adaptive agile method. They also present insight and feedback gained through an empirical survey among decision makers and project managers from the industry. Furthermore, they provide a hands-on and usable decision model for the selection of an appropriate approach for a project.		'''Thesing, T., Feldmann, C. & Burchardt, M. (2021). Agile versus Waterfall Project Management: Decision Model for Selecting the Appropriate Approach to a Project.''' The paper published by T. Thesing et al. does not only provide a comparison between advantages and disadvantages between the predictive waterfall method and the adaptive agile method. They also present insight and feedback gained through an empirical survey among decision makers and project managers from the industry. Furthermore, they provide a hands-on and usable decision model for the selection of an appropriate approach for a project.

Felix: /* Connections */

2022-03-22T19:35:37Z

Connections

← Older revision		Revision as of 19:35, 22 March 2022
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	==Connections==		==Connections==
	[[File:Leeres Diagramm - Seite 2.png\|450px\|thumb\|'''Figure 4''' Relationship of complexity and approach. Own figure based on <ref name="PMBOK"></ref>]]		[[File:Leeres Diagramm - Seite 2.png\|450px\|thumb\|'''Figure 4''' Relationship of complexity and approach. Own figure based on <ref name="PMBOK"></ref>]]
	Especially in the field of software development, the common practice has been further developed away from the classic predictive approach. These changes happened mainly due to uncertainty in planning. Generally, but not exclusively to software development a final stage or status of finalization is hard to define before or at the beginning of a project. But also, the increased complexity in more connected and complex programming environments and higher number of participants within teams pushed these changes. Outgoing from the waterfall model, extension like the application of iterative circles or back-steps as in the cascade model evolved. In terms of predictive planning the V-model is widely used today<ref name="SDLC"></ref>. Followed by the spiral model by Boehm and finally agile and scrum methods have become the new standard in software development but are also used in wide parts of project management<ref name="Boehm"></ref>. Therefore, it is to mention that these methods can be, like the waterfall model itself, applied to various kinds of scenarios and are not limited to a specific use case alone, but depending on the individual assessment of requirements, knowledge and information of a project it is to consider if the higher expenditure is generating additional value or if it is generally possible to achieve the same outcome compared to the simpler predictive methodology<ref name="PMBOK"></ref>.		Especially in the field of software development, the common practice has been further developed away from the classic predictive approach. These changes happened mainly due to uncertainty in planning. Generally, but not exclusively to software development a concrete final stage or status of finalization is hard to define before or at the beginning of a project. But also, the increased complexity in more connected and complex programming environments and higher number of participants within teams pushed these changes. Outgoing from the waterfall model, extension like the application of iterative circles or back-steps as in the cascade model evolved. In terms of predictive planning the V-model is widely used today<ref name="SDLC"></ref>. Followed by the spiral model by Boehm and finally agile and scrum methods have become the new standard in software development but are also used in wide parts of project management<ref name="Boehm"></ref>. Therefore, it is to mention that these methods can be, like the waterfall model itself, applied to various kinds of scenarios and are not limited to a specific use case alone, but depending on the individual assessment of requirements, knowledge and information of a project it is to consider if the higher expenditure is generating additional value or if it is generally possible to achieve the same outcome compared to the simpler predictive methodology<ref name="PMBOK"></ref>.

	==Annotated Bibliography==		==Annotated Bibliography==

Felix: /* Limitations */

2022-03-22T19:34:27Z

Limitations

← Older revision		Revision as of 19:34, 22 March 2022
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	#*Both problems, often in combination, the occurrence of a problem at a late stage of the project and the difficulty to make changes or corrections can lead to severe cost and time overruns! <br />		#*Both problems, often in combination, the occurrence of a problem at a late stage of the project and the difficulty to make changes or corrections can lead to severe cost and time overruns! <br />
	#'''Low stakeholder engagement.''' Beside the initiation and planning in the early phases, there is generally low stakeholder engagement during the execution. Also end customers have less possibilities for input and feedback during the project. Feedback usually is only gained at the end in the post project review<ref name="Thesing"></ref>.		#'''Low stakeholder engagement.''' Beside the initiation and planning in the early phases, there is generally low stakeholder engagement during the execution. Also end customers have less possibilities for input and feedback during the project. Feedback usually is only gained at the end in the post project review<ref name="Thesing"></ref>.
	#'''Unpractical for certain types of projects.''' The waterfall model is generally not suitable for object-oriented projects which ~~consists~~ of high uncertainty, risk or incomplete and unverified information. Nevertheless, it is indeed suitable for complex projects, as long it is feasible to create a detailed project plan in the beginning<ref name="PMBOK"></ref>.		#'''Unpractical for certain types of projects.''' The waterfall model is generally not suitable for object-oriented projects which consist of high uncertainty, risk or incomplete and unverified information. Nevertheless, it is indeed suitable for complex projects, as long it is feasible to create a detailed project plan in the beginning<ref name="PMBOK"></ref>.

	==Connections==		==Connections==

Felix: /* Limitations */

2022-03-22T19:33:27Z

Limitations

← Older revision		Revision as of 19:33, 22 March 2022
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	#'''Late detection of problems.''' Occurring problems often getting detected relatively late in the project. Due to the lack of testing or validating of solutions and concepts in early stages, problems and failures can be overseen or weaknesses of the concept are not getting properly detected and therefore found relatively late in the progress. Furthermore, other problems, usually getting detected in the testing or validation phase, but this phase comes in a late stage of the project, when most conceptualization and execution has taken place already. This can be avoided by proper planning and evaluation of information, but in terms of conceptual or first-time projects there is often a lack of information from the beginning. This risk can be minimized by applying consequent stage-gate checks. Therefore it has to be considered before a project if the waterfall model is the best choice under the given circumstances<ref name="Thesing"></ref>.<br />		#'''Late detection of problems.''' Occurring problems often getting detected relatively late in the project. Due to the lack of testing or validating of solutions and concepts in early stages, problems and failures can be overseen or weaknesses of the concept are not getting properly detected and therefore found relatively late in the progress. Furthermore, other problems, usually getting detected in the testing or validation phase, but this phase comes in a late stage of the project, when most conceptualization and execution has taken place already. This can be avoided by proper planning and evaluation of information, but in terms of conceptual or first-time projects there is often a lack of information from the beginning. This risk can be minimized by applying consequent stage-gate checks. Therefore it has to be considered before a project if the waterfall model is the best choice under the given circumstances<ref name="Thesing"></ref>.<br />
	#*Both problems, often in combination, the occurrence of a problem at a late stage of the project and the difficulty to make changes or corrections can lead to severe cost and time overruns! <br />		#*Both problems, often in combination, the occurrence of a problem at a late stage of the project and the difficulty to make changes or corrections can lead to severe cost and time overruns! <br />
	#'''Low stakeholder engagement.''' Beside the initiation and planning ~~stage~~ in the early phases, there is generally low stakeholder engagement during the execution. Also end customers have less possibilities for input and feedback during the project. Feedback usually is only gained at the end in the post project review<ref name="Thesing"></ref>.		#'''Low stakeholder engagement.''' Beside the initiation and planning in the early phases, there is generally low stakeholder engagement during the execution. Also end customers have less possibilities for input and feedback during the project. Feedback usually is only gained at the end in the post project review<ref name="Thesing"></ref>.
	#'''Unpractical for certain types of projects.''' The waterfall model is generally not suitable for object-oriented projects which consists of high uncertainty, risk or incomplete and unverified information. Nevertheless, it is indeed suitable for complex projects, as long it is feasible to create a detailed project plan in the beginning<ref name="PMBOK"></ref>.		#'''Unpractical for certain types of projects.''' The waterfall model is generally not suitable for object-oriented projects which consists of high uncertainty, risk or incomplete and unverified information. Nevertheless, it is indeed suitable for complex projects, as long it is feasible to create a detailed project plan in the beginning<ref name="PMBOK"></ref>.

Felix: /* Limitations */

2022-03-22T19:32:01Z

Limitations

← Older revision		Revision as of 19:32, 22 March 2022
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	Beside the advantages gained through the simplicity of the model, it comes along with some limitations regarding the usability and capabilities of the method:		Beside the advantages gained through the simplicity of the model, it comes along with some limitations regarding the usability and capabilities of the method:

	#'''Inflexibility.''' The waterfall model generally is inflexible in terms of changes after the initiation and planning phase of the project. However, there are change control processes who can be implemented and integrated into the plan to have limited abilities in terms of changes. When changes either through adjustments of the original plan or through detection of problems have to be made, it is often hard to implement them during running processes. In terms of changes the different options and outcomes must be assessed carefully to decide about ongoing and trying to correct them later or go back during the process and basically re-start from the beginning under the updated circumstance<ref name="PMBOK"></ref><ref name="Thesing"></ref>.		#'''Inflexibility.''' The waterfall model generally is inflexible in terms of changes after the initiation and planning phase of the project. However, there are change control processes who can be implemented and integrated into the project plan to have limited abilities in terms of changes. When changes either through adjustments of the original plan or through detection of problems have to be made, it is often hard to implement them during running processes. In terms of changes the different options and outcomes must be assessed carefully to decide about ongoing and trying to correct them later or go back during the process and basically re-start from the beginning under the updated circumstance<ref name="PMBOK"></ref><ref name="Thesing"></ref>.
	#'''Late detection of problems.''' Occurring problems often getting detected relatively late in the project. Due to the lack of testing or validating of solutions and concepts in early stages, problems and failures can be overseen or weaknesses of the concept are not getting properly detected and therefore found relatively late in the progress. Furthermore, other problems, usually getting detected in the testing or validation phase, but this phase comes in a late stage of the project, when most conceptualization and execution has taken place already. This can be avoided by proper planning and evaluation of information, but in terms of conceptual or first-time projects there is often a lack of information from the beginning. This risk can be minimized by applying consequent stage-gate checks. Therefore it has to be considered before a project if the waterfall model is the best choice under the given circumstances<ref name="Thesing"></ref>.<br />		#'''Late detection of problems.''' Occurring problems often getting detected relatively late in the project. Due to the lack of testing or validating of solutions and concepts in early stages, problems and failures can be overseen or weaknesses of the concept are not getting properly detected and therefore found relatively late in the progress. Furthermore, other problems, usually getting detected in the testing or validation phase, but this phase comes in a late stage of the project, when most conceptualization and execution has taken place already. This can be avoided by proper planning and evaluation of information, but in terms of conceptual or first-time projects there is often a lack of information from the beginning. This risk can be minimized by applying consequent stage-gate checks. Therefore it has to be considered before a project if the waterfall model is the best choice under the given circumstances<ref name="Thesing"></ref>.<br />
	#*Both problems, often in combination, the occurrence of a problem at a late stage of the project and the difficulty to make changes or corrections can lead to severe cost and time overruns! <br />		#*Both problems, often in combination, the occurrence of a problem at a late stage of the project and the difficulty to make changes or corrections can lead to severe cost and time overruns! <br />

Felix: /* Limitations */

2022-03-22T19:31:19Z

Limitations

← Older revision		Revision as of 19:31, 22 March 2022
Line 49:		Line 49:
	Beside the advantages gained through the simplicity of the model, it comes along with some limitations regarding the usability and capabilities of the method:		Beside the advantages gained through the simplicity of the model, it comes along with some limitations regarding the usability and capabilities of the method:

	#'''Inflexibility.''' The waterfall model generally is inflexible in terms of changes after the initiation and planning phase of the project. However, there are change control processes who can be implemented and integrated into the ~~process~~ to have limited abilities in terms of changes. When changes either through adjustments of the original plan or through detection of problems have to be made, it is often hard to implement them during running processes. In terms of changes the different options and outcomes must be assessed carefully to decide about ongoing and trying to correct them later or go back during the process and basically re-start from the beginning under the updated circumstance<ref name="PMBOK"></ref><ref name="Thesing"></ref>.		#'''Inflexibility.''' The waterfall model generally is inflexible in terms of changes after the initiation and planning phase of the project. However, there are change control processes who can be implemented and integrated into the plan to have limited abilities in terms of changes. When changes either through adjustments of the original plan or through detection of problems have to be made, it is often hard to implement them during running processes. In terms of changes the different options and outcomes must be assessed carefully to decide about ongoing and trying to correct them later or go back during the process and basically re-start from the beginning under the updated circumstance<ref name="PMBOK"></ref><ref name="Thesing"></ref>.
	#'''Late detection of problems.''' Occurring problems often getting detected relatively late in the project. Due to the lack of testing or validating of solutions and concepts in early stages, problems and failures can be overseen or weaknesses of the concept are not getting properly detected and therefore found relatively late in the progress. Furthermore, other problems, usually getting detected in the testing or validation phase, but this phase comes in a late stage of the project, when most conceptualization and execution has taken place already. This can be avoided by proper planning and evaluation of information, but in terms of conceptual or first-time projects there is often a lack of information from the beginning. This risk can be minimized by applying consequent stage-gate checks. Therefore it has to be considered before a project if the waterfall model is the best choice under the given circumstances<ref name="Thesing"></ref>.<br />		#'''Late detection of problems.''' Occurring problems often getting detected relatively late in the project. Due to the lack of testing or validating of solutions and concepts in early stages, problems and failures can be overseen or weaknesses of the concept are not getting properly detected and therefore found relatively late in the progress. Furthermore, other problems, usually getting detected in the testing or validation phase, but this phase comes in a late stage of the project, when most conceptualization and execution has taken place already. This can be avoided by proper planning and evaluation of information, but in terms of conceptual or first-time projects there is often a lack of information from the beginning. This risk can be minimized by applying consequent stage-gate checks. Therefore it has to be considered before a project if the waterfall model is the best choice under the given circumstances<ref name="Thesing"></ref>.<br />
	#*Both problems, often in combination, the occurrence of a problem at a late stage of the project and the difficulty to make changes or corrections can lead to severe cost and time overruns! <br />		#*Both problems, often in combination, the occurrence of a problem at a late stage of the project and the difficulty to make changes or corrections can lead to severe cost and time overruns! <br />