The key is to train project managers on the determination, assessment, and quick resolution of the unexpected event that creates the disruption. Your boss informs you that, with no apparent warning, the software project will be months late, cost more than twice the budget, not meet the required performance, perform an unnecessary task, or be scrapped because it cannot be finished. The fact that there are software problems is a given. The realization of how poorly we deal with them is of great concern to all of us in the software engineering business. Software problems result because there are always risks involved in the design, creation, and implementation of software.
Risks result from incomplete understanding of the project during the initial project planning.
Other risks arise from events that occur as projects progress. Let us consider a simplified scheme of each project. Each project manager has the balancing act of assuring that performance can be achieved with resources at the project's disposal and within the time allowed for completion. The project planning process is to carefully review each component to assure compatibility. During this planning process, any change in one of the three key project components requires re-evaluation and realignment of the other two.