From solution to problem – advising in project management

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One recurring pattern in software development plays out during the initial phase of the project: The client describes their requirements. So far, so good – everything is clear, and this is also how things are supposed to go. However, it becomes apparent at this stage that the requirements are formulated in such a way that they stipulate a specific approach to arriving at a solution. This method is already familiar, normal, and well rehearsed for the client in this form, so it is more or less viewed as the only way to reach the goal. The thinking behind this is that if only the solution is formulated in sufficient detail, the schedule and costs can be determined directly, and nothing else can go wrong during realization.

Is that really the case?

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