Too often, project teams think about how much they can do. They think the project should be built around the mind-set of “How much can we fit into this project?” Instead, consider the mind-set of “How little can we do?”
How-much thinking carries these assumptions:
People are not a scarce resource. We should put all of them to use immediately, working like mad on the project.
Schedule really doesn’t matter.
Cost of development is not a driving factor.
How-little thinking carries these assumptions:
Understanding the requirements is a scarce resource. We should focus our energies on delivering something that shows we understand the specific requirement and the value it has to our customer.
Schedule is critical, ...