ABSTRACT
As we saw in Chapter 3, managing a maintenance project is di±cult. e primary reason for this is that the dynamics associated with the project are di¥erent than those attributed to development projects. For example, development projects sta¥ in order to deliver content governed by requirements per an agreed-to schedule that can vary based on the cost that is estimated to accommodate it. In contrast, maintenance projects incorporate enhancements and §xes into an existing deliverable based on what they can do with the resource allocated to a periodic schedule that is §xed. As another example, sta¥ working maintenance projects is §xed once the project gets underway. Development leads §ght hard to retain these people because they know that turnover of key personnel can jeopardize delivery. In contrast, maintenance leads §nd it hard to keep a person working a speci§c task especially when there is pressure from the §eld to provide other support (solving a problem, making repairs, etc.). In addition, there are so many tasks to perform that people are frequently pulled for special assignments.
