Dev projects often over run their deadlines because customers cram additional requirements into the mix if the relationship isn't carefully managed. I have witnessed several projects that stay in a constant state of billing and extension because everyone is simply comfortable with stable paychecks.

An experienced solutions architect and technically experienced project manager are the key to success in mission-critical and time sensitive projects. Company cost cutting is the enemy, whereas roles are under-funded, where interviews are not accountably performed by knowledgeable recruiters and staff. You won't be able to hire and retain efficient and effective staff if you do not properly fund your roles. Attrition is your fault as a manager, not a betrayal from an employee as it's often portrayed. Employees are not indentured servants, they are free people, who can and should always be able to make decisions in their best interests.

A company should survive based on it's reputation for delivery and quality, NOT based on it's ability to "underbid" everyone else.

Projects fail a lot these days because so many tedious activities to maximize billing hours are conducted and weaved into daily processes by them, because too much attention is paid to padding individual egos and to the ideal of phony "corporate culture" kool-aid. Honesty these days goes a lot farther in meeting goals of project success, AND OFTEN A COSTLY "HOLE IN THE BUCKET" TO YOUR DELIVERY BUDGET.

Hire experienced people to lead and mentor teams with a track record of success that communicate well. I have seen entire IT companies overrun with people that don't have a clue about development in management positions... They often win contracts also based on connection to friends elsewhere, but they frequently miss the mark in business, because the staff dedicated to actual delivery is too often a poorly-funded afterthought.

Stop hiring people just because they're "your buddy"... If they aren't qualified, competent for, and educated on the requirements of their role, they're "dead weight" towards meeting your project's success goals.

Pay each employee well, and hold them properly accountable for their delivery and their attitude, but don't frustrate or work to control/restrict them beyond what threatens the project and productivity of others.

Plan religiously for everything to be done within business hours, quit imploring of your employees to put in extra hours. Make sure your contract bid covers proper staffing to not let burnout and attrition become a factor.

If delays arise, tell customers quickly, and let them negotiate trade-offs or extensions early and decisively. Hold customers responsible for being reasonable, stop the trend of putting your teams at the mercy of abusive customers.

You cannot force a team to subscribe to and uphold Agile Methodology while you yourself as the program director does not uphold your role and responsibilities as well.

A manager's primary role is to remove all the barriers to team success.

Everyone should be accountable to their roles in a project/company setting... Everyone. A vast majority of project and delay-related problems occur because accountability and physical work is too often only done at the ground level of a company, while the top stays isolated only makes decisions and measures results.