How Many Miracles?

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How Many Miracles?
Daniel Starr   (October 2, 2008)




After a technology upgrade was deemed a success despite falling short of its performance targets, an even more ambitious project was launched to achieve the original goals. Ambiguous criteria kept competing stakeholders happy for a while — until the project team finally defined how many "great leaps forward" would be required to succeed.

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When we left off (see “Old Ware Stories”), the Big New Controller (BNC) Project had achieved less than half its performance target, declared a success and deployed. This bought corporate executives some time, but they knew that in a few more years the flagship System, their biggest single revenue source, would again run out of the resources it needed to meet the demands of increasing traffic and new features.



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