{"id":12562,"date":"2014-03-03T14:45:41","date_gmt":"2014-03-03T03:45:41","guid":{"rendered":"http:\/\/www.aspistrategist.ru\/?p=12562"},"modified":"2014-03-31T13:54:25","modified_gmt":"2014-03-31T02:54:25","slug":"graph-of-the-week-if-you-want-it-on-time-keep-it-simple","status":"publish","type":"post","link":"https:\/\/www.aspistrategist.ru\/graph-of-the-week-if-you-want-it-on-time-keep-it-simple\/","title":{"rendered":"Graph of the week: if you want it on time, keep it simple"},"content":{"rendered":"
Late last year, I gave some early impressions<\/a> of the Australian National Audit Office’s Major Projects report<\/a>. Today I’ll have a closer look at some of the data in the report, which will bring us back to another of ‘Gumley’s Laws’. This time the subject is the impact of developmental work on project delivery. (The previous Gumley’s law post was on over-programming in the Defence Capability Plan<\/a>.)<\/p>\n First, the data. The figure below is taken from the ANAO report and is DMO’s breakdown of the delay in projects delivering Final Operating Capability to the ADF. The projects are split into three categories\u2014military off-the-shelf (MOTS), ‘Australianised MOTS’ and ‘developmental’.<\/p>\n