[stream_fusion]

> In the real world there is always a discord between requirements and reality, skillsets and the problem space, change management and the need for rapid change, scope creep, and on and on.

We follow Agile. At the beginning of iteration planning, the dev-team, has to task-out the items and score the complexity, and then decide the cut-off point as to what can and cannot be achieved within the 2 week iteration.

It's taken us several years, but this ruthless cycle of feedback, and responsibility has led us to a point, where we scope it right about 75% of the time.

Having also been involved in projects that have overrun deliverable dates by years - I wouldn't have believed it possible for a software-management process to work so well.

Of course it helps, that there is genuine philosophical buy-in, and that our revenue is derived from our software (eg. we're not a cost-centre).