3 ms·
I might be mistaken but Sydney Opera House is brought here (as it often is) in context of project management as a heavily underestimated project (took 15 years
by xlii 3y ago
I might be mistaken but Sydney Opera House is brought here (as it often is) in context of project management as a heavily underestimated project (took 15 years to build while planned for 4, cost ~15x of original estimate) - not in the context how detailed and greatly architected it is.
There are deep analysis from the project management perspective but one point was that initial estimates were based on historical assumptions while some elements were novel and couldn’t be estimated with those techniques.
With software it’s similar. We have some general feel how things should work but often there’s “this” novel part that no one did before and it’s wishful thinking, leading to budget and timeline spillover.
If you ever had to guess-estimate something you never saw and it turned out to be overly optimistic - that’s similar case to Sydney Opera House (which I recommend to read about as there are many analyses of the case from various project-related points)
- rswail 3y agoIt also leaves out the political machinations that a conservative government was elected after the project had begun under a centre-left government and they continually interfered in the development until the original architect left the project in disgust. After which the internals were completed by a set of "government architects" that did as about a good a job as you'd expect. Not to mention that the original design had its own issues, including not actually being able to support proper opera theatrical performances due to the size and structure of the internals.