CHAOS Manifesto 2015: The Law of Diminishing Returns

 

Last week we released the “CHAOS Manifesto 2015: The Law of Diminishing Returns. CHAOS Manifesto 2015: The Law of Diminishing Returns  The CHAOS Manifesto report should not be confused with the CHAOS Report, which has statistics on project success and failure that we released last. This CHAOS Manifesto report has 10 broad theories, each with three concepts aimed at mitigating the law of diminishing returns. The idea of this report is not to set rules and guidelines, but to question the common wisdom of the project management process without regard to the return on value of these processes. This report has been greatly influenced by mining the current CHAOS database, which has more than 50,000 project profiles. This is outline of the report:

Page 1: Introduction: is where we introduce the ten broad theories.  On this page we have a table with the ten broad theories and their three concepts.  In addition 3 pie charts: The five-year average for Traditional Resolution of all software projects from FY2011–2015 within the CHAOS database; the five-year average for Modern Resolution of all software projects; and the five-year average for Value-Satisfaction Resolution of all software projects.

Page 2:  We have our first theory with the three concepts.  One table showing the OnTime, OnBudget, and OnTarget for traditional challenged projects by either percentage overrun or feature deficiency.

Page 3:  We have our second theory with the three concepts. One pie chart showing the percentage of organizations that do regular value assessments before starting a project.

Page 4:  We have our third theory with the three concepts. One table showing the value of projects in the CHAOS database in relationship to the project’s complexity.

Page 5:  We have our fourth theory with the three concepts. One table that represents The Standish Group’s opinion of the value of features and functions over the age of the application. As the application ages, the value of the features and functions used decreases.

Page 6:  We have our fifth theory with the three concepts. One table that shows the value of projects in the CHAOS database in relationship to their closeness to the organization’s strategic goal.

Page 7:  We have our sixth theory with the three concepts.  A graphic showing the relationship of project waste to value.

Page 8:  We have our seventh theory with the three concepts.  One table showing the value of projects in the CHAOS database in relationship to the organization’s optimization skills.

Page 9:  We have our  eighth theory with the three concepts.  One table showing how organizations carry out regular value assessments of completed projects.

Page 10:  We have our ninth theory with the three concepts.  One pie chart showing who controls the enterprise architecture.

Page 11:  We have our tenth theory with the three concepts. No charts or tables.  Advertisement for The Standish Group’s Resolution Benchmark. 

Page 12:  Is the summary of the theories and concepts outlined in the CHAOS Manifesto 2015 to reduce project management costs and improve the return of project investments.  One table that represents our opinion of the major benefits from each of the 10 theories. 

The new CHAOS Manifesto 2015: The Law of Diminishing Returns is available to members in our report sections of our website dashboard. Non-members can join in our store.

 



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Subject Matter

Project Management ExpertiseAgile ProcessExecutive SponsorUser InvolvementOptimizing ScopeSkilled ResourcesTools & InfrastructureClear Business ObjectivesExecutionEmotional Maturity
 

About the Author:

Author

Jennifer Lynch

Jennifer Lynch is Communication Manager for The Standish Group. Jennifer’s expertise is to create and execute an industry, press and customer communications strategy designed to increase the visibility and awareness of The Standish Group, its products, services, and corporate citizenship initiatives.

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