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June 21.2025

2 Minutes Read

Why You Can’t Have Good, Fast, and Cheap in Software Projects

Engaged middle-aged man presenting good, fast, cheap concept

Understanding the Project Management Dilemma: Good, Fast, Cheap

The immutable law of project management boils down to a simple premise: you can have good, fast, or cheap work, but you can only choose two out of the three. This principle surfaces frequently in software project management and underscores the reality that developers and managers need to face when crafting projects with tight parameters.

In Good, Fast, Cheap: Balancing Software Project Trade-Offs, we delve into understanding the project's trade-offs, exploring key insights that sparked deeper analysis on our end.

The Trade-Offs Explained: Quantity vs Quality

When tasked with increasing headcount to hasten project delivery, the appeal is clear. More programmers mean more hands on deck to manage quality control and streamline code reviews. However, the accompanying costs spike significantly, and the notion of diminishing returns looms. Notably, as highlighted in Fred Brooks' *The Mythical Man-Month*, a project can't be sped up simply by adding team members; it’s not linear. Increasing workers might actually hinder progress, complicating communication and collaboration.

Time Management: The Double-Edged Sword

Opting for an extended timeline provides an avenue for better quality without the rush. In this scenario, fewer persons labor on the project while maintaining budget constraints, leading to a product that truthfully reflects the team's capabilities. The trade-off here is painfully apparent—more time inevitably translates to less speed.

The Need for Speed: The Perils of Rushing Production

Utilizing speed as a focal point, software teams often find themselves pushed to produce outputs at remarkable rates. This approach may slice costs but often sacrifices quality, leaving behind a product rich in speed yet poor in robustness. The ramifications of neglecting thorough processes echo throughout a project’s lifecycle.

Lessons for Future Projects

As tech professionals navigate this trilemma, armed with the understanding that one cannot attain all three pillars of effective project management, the pursuit becomes about negotiation and strategy. Embracing this principle not only eases workplace pressures but can ultimately lead to more successful project outcomes, enhancing satisfaction across the board. The sooner organizations internalize and apply this law, the more effectively they will manage expectations.

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Why You Can’t Have Good, Fast, and Cheap in Software Projects

Understanding the Project Management Dilemma: Good, Fast, Cheap

The Trade-Offs Explained: Quantity vs Quality

Time Management: The Double-Edged Sword

The Need for Speed: The Perils of Rushing Production

Lessons for Future Projects

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