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Multitasking causes further delays in projects ( a logical deduction?)

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Multitasking, which is defined as simultaneously working on multiple tasks , exacts a horrible toll on productivity ! Clark and Wheelwright (1993) studied the effects of multitasking and found that the time an individual spends on value-adding work drops rapidly when the individual is working on more than two tasks. (some people are immune to this like Spock ( then again the vulcans will argue that this is illogical ), Robocop , Data , Jamie Madrox (well he can duplicate himself so its not exactly multitasking : P ) etc...) Logically, it makes sense that multitasking helps when you have two things to work on. With two value-adding tasks, if you become blocked on one you can switch to the other. It is also logical that the above figure shows a rapid decline in time spent on value-adding tasks after a second task. We’re rarely blocked on more than one task at a time; and, if working on three or more concurrent tasks, the time spent switching among them becomes a much more tangib...
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People who switch from process based to non-process based organizations

Ok, first off, as per the title, non-process based organizations mean companies, concerns etc that do not FOLLOW completely/partially a specific lifecycle for something. They also include such establishments that " advertise " that they have a so & so certification and/or they have such & such SOPs but when it comes down to the hard reality of it, they choose to ignore them. Definition done. Now, there are major establishments that actually do what they are supposed to do in terms of following a software development lifecycle as well as adapting their own operating procedures to best suit their work and make continuous improvements to cater existing issues as well as future prospects.  In my geographical location (country wise), these are normally big companies which have been running since way before I was born and some which sprouted up recently. Some have tons of employees, some have enough to form a football team, some don't even have that but what the...
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A list of problems with traditional planning (which I have actually experienced more or less)...what the heck is planning? - III

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The purpose of planning is to iteratively arrive at an optimized answer to the ultimate new product development question of what should be built. That is, what capabilities should the product exhibit, in what timeframe, and with which and how many resources? Unfortunately, the traditional ways in which we plan projects often let us down. In answering the combined scope/schedule/resources question for a new product, our traditional planning processes do not always lead to very satisfactory answers and products. As support of this, consider that nearly two-thirds of projects significantly overrun their cost estimates (Lederer 1992), 64% of the features included in products are rarely or never used (Standish 2002) and the average project exceeds its schedule by 100% (Standish 2001). Most causes are as follows; 1. Planning by activity, rather than feature. 2. Multitasking more than one can handle. 3. Features, not by priority. 4. Ignoring uncertainty. 5. Estimates turn into commitments....
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