Trust a witness in all matters in which neither his self-interest, his passions, his prejudices, nor the love of the marvelous is strongly concerned. When they are involved, require corroborative evidence in exact proportion to the contravention of probability by the thing testified - Thomas Henry Huxley (1825-1895)
Simplicity is key, because it is tied up with being fundamental - Harvey Freidman
Now the question really becomes - how simple is simple enough? When we hear some phrase like this, and we don't hear the units of measure of how simple, how to reach simple, then there is only a platitude - no actionable outcomes. How can we measure simplicity? How can we measure the coupling and cohesion of all the parts that make up a simple design, process, or system - to confirm the result is the simplest? How can we learn to ignore the platitudes of those making claims about simple systems are the best when they provide units of measure of the system, simple, or best?
Explanations exist; they have existed for all time; there is always a well-known solution to every human problem — neat, plausible, and wrong. - H.L. Mencken
Every systematic development of any subject ought to begin with a definition, so that everyone may understand what the discussion is about. Marcus Tullius Cicero (196BC ‒ 16BC), De Officiis, Book 1, Moral Goodness
In a time of universal deceit - telling the truth is a revolutionary act. War is peace. Freedom is slavery. Ignorance is strength. Political language... is designed to make lies sound truthful and murder respectable, and to give an appearance of solidity to pure wind. If liberty means anything at all, it means the right to tell people what they do not want to hear.
The Start of a Project Is the Worst Time to Estimate Its Duration or Cost
This is only the case if those you've hired know nothing about what capabilities are needed to produce value the project, what Features are needed to produce that Value, when those Value-producing Features are needed to meet the time cost of value payback process, what risks there are for meeting those value producing outcomes, and how the work effort to produce that value are to be measured (physical percent complete) to increase the probability of success for your project. As the project progresses this understanding will, of course, improve with feedback, working product, and learning.
If those you've hired don't have some sense of these needs, to some level of confidence, you've hired the wrong people.
From Estimatiing and Reporting Agile Projects with the SRDR
The suprising discovery of Newton's is just this, the clear seperation of laws of nature on one hand and initial conditions on the other - Eugene Wigner, in Newton's Principis for the Common Reader, S. Chandrasekhar
There are 5 immutable principles of project success. Without the initial conditions of these five principles, the project has little chance of success.
If you have a Due date, you need the plan to show up on that date, with what is Due for the cost of that Due Item and have that Due Item be compliant with the attributes (effectiveness and performance) needed by those paying you.
I was asked to look at a corrective action plan this year, that had a list of deliverables that were supposed correct the root causes of the problems identified as the reason the project was not performing as planned. The right two columns were the person performing the work and the DONE date.
A big smile came to my face. I see the real root cause of your troubles here. You don't know what Done looks like. That's the first immutable principle of project success.
Without knowing what Done looks like in units of measure meaningful to the decision makers, the project has little hope of success.