Context:
budget
.
 I
'
m
 in
debt
ed
 for
 that
 ra
ther
 di
spirit
ing
 statistic
 to
 
a
 fascina
ting
 book
 by
 Ed
 Your
don
.
 Your
don
 is
 
a
 well
-
known

 guru
 of
 the
 software
 developer
 crowd
,
 and
 his
 book
 is
 Death
 March
,
 sub
-
titled
 "
The
 complete
 software
 developer
'
s
 guide

 to
 surviv
ing
 Mission
 I
mpossible
 projects
"
 (
Pr
entice
-
Hall
,
 $4
9.95
).
 
While
 it
 
makes
 
interesting
 reading
 for
 project
 

managers
,
 and
 inde
ed
 is
 target
ed
 to
 that
 
audience
,
 Death
 March
 treat
s
 
a
 subject
 that
 
CIO
s
 must
 know
 about
,
 too
.
 My
 own
 

informal
 survey
s
 show
 that
 what
 nine
 out
 of
 10
 
CIO
s
 fear
 most
 is
 
looking
 like
 
a
 nana
 in
 front
 of
 
their
 board
 and
 
their

 pe
ers
,
 and
 
a
 "
death
 march
"
 project
 is
 
a
 real
 recipe
 for
 egg
 on
 the
 face
.
 By
 Your
don
'
s
 definition
,
 
a
 death
 march
 project

 
-
 with
 ap
ologies
 to
 Wear
y
 Du
nlop
 and
 the
 real
 death
 marche
s
 of
 World
 War
 II
 
-
 is
 one
 
where
 the
 time
,
 staff
,
 budget
 and

 resources
 are
 less
 than
 half
 
those
 normal
ly
 all
otted
.
 Such
 projects
 
u
sually
 are
 character
ised
 by
 
a
 
very
 high
 up
front

 like
li
hood
 of
 
failure
,
 horre
ndo
us
 over
time
,
 and
 
huge
 personal
 stress
 and
 even
 relationship
 break
down
s
.
 The
 
t
ypical

 death
 march
 project
 seem
s
 to
 
arise
 main
ly
 
because
 of
 hope
lessly
 un
realistic
 schedule
s
 and
 budget
s
,
 users
 who
 keep
 

adding
 more
 requirements
 to
 the
 original
 
ones
,
 na
ive
 promis
es
 by
 
managers
 
-
 
CIO
s
 included
 
-
 and
 
corporate
 
political
 play

s
.
 Your
don
 
offers
 
a
 lot
 of
 
practical
 
advice
 on
 how
 to
 cope
 with
 
these
 horre
ndo
us
 black
 
holes
 of
 projects
.
 Ideal
ly
,
 he
 

says
,
 you
 should
 kill
 them
 off
 in
 
their
 c
radle
.
 Try
 to
 have
 the
 gut
s
 to
 question
 un
realistic
 
deadline
s
 or
 snu
ff
 out
 do
o

med
 projects
 before
 the
 train
 start
s
 
moving
.
 But
 if
 you
 can
'
t
 
sti
fle
 
a
 potential
 
disaster
 project
 at
 the
 start
,
 and
 if

 you
 don
'
t
 wish
 to
 
leave
 the
 organisation
,
 then
 Your
don
'
s
 
advice
 is
 that
 you
 must
 adopt
 
a
 
survival
 
strategy
.
 That
 

survival
 
strategy
 
includes
 identif
ying
 all
 the
 major
 
players
 in
 the
 project
 
-
 the
 owner
,
 customer
(
s
),
 share
holders
,
 
s

takeholder
s
,
 and
 champion
 
-
 and
 as
certain
ing
 
their
 
levels
 of
 c
ommitment
.
 Ident

Input:
 
Published
 Nov
 6,
 2003
 by
 Pr
entice
 Hall
.
 The
 #1
 guide
 to
 surviv
ing
 "
do
o
med
"
 projects
...
Full
y
 
updated
 and
 expand
ed
,
 with

 p
owerful
 new
 techniques
!
 At
 an
 alarm
ing
 rate
,
 companies
 continue
 to
 create
 death
-
march
 projects
,
 
repeat
edly
!
 What
'
s

 wors
e
 is
 the
 

Targets:
amount Idx: 10617, Δloglikelihood: -0.157
 of Idx: 304, Δloglikelihood: 0.002
 rational Idx: 123364, Δloglikelihood: 1.042
, Idx: 261, Δloglikelihood: -0.206
 intelligent Idx: 36100, Δloglikelihood: -0.687
 people Idx: 2559, Δloglikelihood: 0.260
 who Idx: 1866, Δloglikelihood: -0.125
 sign Idx: 11329, Δloglikelihood: 1.073
 up Idx: 1150, Δloglikelihood: -0.539
 for Idx: 332, Δloglikelihood: 0.088
  Idx: 259, Δloglikelihood: 0.148
a Idx: 262, Δloglikelihood: 0.346
 death Idx: 20862, Δloglikelihood: 3.918
- Idx: 264, Δloglikelihood: -0.799
march Idx: 211316, Δloglikelihood: 0.027
 projects Idx: 29545, Δloglikelihood: -0.394
a Idx: 262, Δloglikelihood: -3.609
e Idx: 265, Δloglikelihood: 0.222
projects Idx: 175266, Δloglikelihood: 2.706
 who Idx: 1866, Δloglikelihood: 2.483
se Idx: 569, Δloglikelihood: 1.161
 schedule Idx: 31499, Δloglikelihood: 2.202
s Idx: 263, Δloglikelihood: -0.079
, Idx: 261, Δloglikelihood: 1.344
 estim Idx: 57310, Δloglikelihood: -1.319
ations Idx: 6540, Δloglikelihood: 0.010
, Idx: 261, Δloglikelihood: 0.034

 budget Idx: 15565, Δloglikelihood: 1.579
s Idx: 263, Δloglikelihood: -0.019
, Idx: 261, Δloglikelihood: -0.093
 and Idx: 305, Δloglikelihood: -0.104
 resources Idx: 24020, Δloglikelihood: 1.814
 are Idx: 418, Δloglikelihood: 0.179
 so Idx: 510, Δloglikelihood: 0.810
 const Idx: 66664, Δloglikelihood: -0.609
rained Idx: 152243, Δloglikelihood: 0.001
 or Idx: 631, Δloglikelihood: 0.056
  Idx: 259, Δloglikelihood: -0.138
skew Idx: 143526, Δloglikelihood: -1.635
ed Idx: 345, Δloglikelihood: -0.001
 that Idx: 533, Δloglikelihood: 0.172
 participant Idx: 20693, Δloglikelihood: 1.271
s Idx: 263, Δloglikelihood: 0.020
 can Idx: 738, Δloglikelihood: -0.341
 hard Idx: 6528, Δloglikelihood: -0.479
ly Idx: 484, Δloglikelihood: 0.001
 surviv Idx: 61327, Δloglikelihood: 2.240
e Idx: 265, Δloglikelihood: 0.000
, Idx: 261, Δloglikelihood: 0.780
 much Idx: 2829, Δloglikelihood: 0.383
 less Idx: 24691, Δloglikelihood: -0.002
 succe Idx: 75427, Δloglikelihood: -0.867
ed Idx: 345, Δloglikelihood: -0.004
. Idx: 260, Δloglikelihood: 0.698
 In Idx: 563, Δloglikelihood: -0.359
 Death Idx: 43208, Δloglikelihood: 2.818

 March Idx: 3618, Δloglikelihood: 3.700
, Idx: 261, Δloglikelihood: 0.533
 Second Idx: 21115, Δloglikelihood: -0.149
 Edition Idx: 8995, Δloglikelihood: 0.260
, Idx: 261, Δloglikelihood: -0.062
 Ed Idx: 6308, Δloglikelihood: 5.024
 Your Idx: 5881, Δloglikelihood: 11.101
don Idx: 5452, Δloglikelihood: 5.027