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Patterns are things that have been observed in the world and found to be good. The idea has their roots in Christopher Alexander's work in architecture and planning, primarily books like The Oregon Experiment and A Pattern Language. They were popularized in the software field by the Gang of Four (Erich Gamma, Richard Helm, Ralph Johnson, and John Vlissides) ...


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You have several problems. You're focusing on an emergent one instead of the roots. Project is 75% done - still no sales agreement As nvoigt said, this is one of your problems. One possible solution is doing no work until the feature specs are signed. That will work, but has some issues, such as lack of Agility. I'm going to provide a different approach,...


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Project is 75% done - still no sales agreement Why would anybody in your company move a finger without a contract in which the customer agrees to pay (whether it's for a feature or by the hour)? You tell them you start working as soon as the contract is signed. It's that easy. Anything else is silly and yes, losing money. Even with genuine well-meaning ...


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Organizational buy-in I agree with what @barnaby has suggested. Option 3 is the preferable solution here, however it will only work if there is buy-in at an organisational level. There are a couple ways to avoid the "gotcha's" you mention Gotcha: Business development and sustainment risk, since this will reduce our ability to mix and match teams in ...


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Option 3 is the one to go for and I will explain how to avoid the 'gotcha'. We stabilize our teams to enable more traditional velocity metrics, estimation, and planning techniques. Gotcha: Business development and sustainment risk, since this will reduce our ability to mix and match teams in response to budget changes and new work. Having stable teams ...


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