Th e project managers at Bumble Bee Inc.,1 the prime contractor organization in the software development project performed for Woodpecker Ltd., their customer, hoped to have a party after fi nal handover of the project’s deliverables to and acceptance by the customer. Th ey were certain to get the handover fi nished that day and to receive the fi nal payment from the customer by the end of the month. Th e project so far had been successful, and the revenue-cost calculations promised a sound profi t that would please management and shareholders. Th e expectation was that this would be like a great performance in a car race, a pole to fl ag victory, with the driver fi nally standing on the top step of the winners’ podium.