Instituto gartner

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O trabalho deverá ser guiado com base na matéria publicada pelo instituto Gartner em fevereiro de
2011 no link http://www.gartner.com/technology/metrics/application-development-projects.jsp, naqual é
destacado:
“Project performance is often measured in terms of on-budget or on-time, but most business units fail
to understand the repercussions of project changes after work has begun.
With57 percent of application development projects completed on-time, and 67 percent of projects
delivered on-budget, many IT organizations attribute their inability to meet project schedule to poorinitial
scope, project scope creep and resource constraints. Many of these factors are unforeseen to the sponsoring
business unit without clear communication on the impact of a change order after aproject has begun.
While on-time and on-budget metrics provide insight into how well the application projects teams are
meeting the business schedule requirements, often times they are not consideredin tandem with the number
and scope of change orders or the level of partnership achieved with the business through a mature
governance process. By establishing a partnership with the businessunit and maintaining regular communication,
projects are more likely to achieve quality and functionality requirements through continuous
dialogue with the stakes holders to achieve the common goal ofbusiness success.”
Em linhas gerais o texto em inglês aponta para alguns fatos importantes e extremamente verídicos
no dia a dia dos projetos de TI nas organizações pelo mundo. O Gartner destacaque os dois principais
indicadores para medir a eficiência dos projetos são: orçamento e a data alvo de entrega. Por outro lado é
descrito que ou os projetos atendem a data alvo de entrega, ouatendem o orçamento. Ainda é destacado
que muitas organizações de TI atribuem suas inabilidades em atender tanto ao orçamento quanto à data
alvo de forma congruente ao escopo/requerimentos inicial(is)...
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