Failure to perform each project management process with discipline lays the ground work for project failure. Anyone who says success doesn't require discipline probably hasn't experienced discipline. This is independent of any product development method - agile or traditional.
No matter what product development method you are using, if you don't pay attention to the items here - or something similar to them in your specific domain - you're going to create the train wreck for your project.
- Inattention to budgetary responsibilities - someone has got to look after the costs for the project. The organization funding this project wants to know if your spending the money properly.
- Work authorizations that are not always followed Issues with Budget and data reconciliation - when there is a plan - no matter the type of plan, be it agile or traditional - sticking to the plan is important. This is the biggest red herring in agile. Agile has a plan - it's called the iteration plan and the release plan. Sticking to that release plan and the iteration plans of part of agile. Adapting to change - for the right reason - is part of agile and part of traditional.
- Lack of an integrated management system - somewhere there must be a "wall of truth" that tells what's going on in the project. Without this "wall of truth" anybody and make up anything.
- Baseline fluctuations and frequent replanning - if you can't hold to the plan until you get something out the door, you'll be shown the door.
- Current period and retroactive changes - going back and cooking the books is not allowed.
- Improper use of management reserve - management reserve cannot be used to correct bad product. It can only be used to fund new work that is inside scope. To do otherwise "cooks the books."
- EV techniques that do not reflect actual performance - if you're going to have a measure of performance - not matter the paradigm, agile or traditional - that measure better be credible.
- Lack of predictive variance analysis - if I can't forecast the future with some level of confidence, the organization with the money is going to get real nervous.
- Untimely and unrealistic Latest Revised Estimates (LRE) - changing you mind all the time about how much this will cost and how long it will take makes those with the money real nervous.
- Progress not monitored in a regular and consistent manner - if you're driving in the rear view mirror, you'll likely to go in the ditch before you can make any corrections.
- Lack of vertical and horizontal traceability cost and schedule data for corrective action - small chunks of working product are required, but they have to fit in the larger picture.
- Lack of internal surveillance and controls - who's watching the watchers?
- Managerial actions not demonstrated using Earned Value - what ever measure you use, be it EV or something else, you must take action on that data.
