Instituto gartner

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, na qual 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.
With 57 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 poor initial 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 a project 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 considered in 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 business unit 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 of business 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 destaca que 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, ou atendem 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)