Stress tests

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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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I love it when a plan comes together --- what the heck is planning?

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 “Planning is everything. Plans are nothing.” Estimating and planning are critical to the success of any software development project of any size or consequence. Plans guide our investment decisions: we might initiate a specific project if we estimate it to take six months and $1 million but would reject the same project if we thought it would take two years and $4 million. Plans help us know who needs to be available to work on a project during a given period. Plans help us know if a project is on track to deliver the functionality that users need and expect. Without plans we open our projects to any number of problems.  (I bet everybody knows this already) Yet, planning is difficult and plans are often (more or less) wrong . Teams often respond to this by going to one of two extremes: they either do no planning at all or they put so much effort into their plans that they become convinced that the plans must be right and anything done, even slightly, not as per plan is taken a
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