As each of the planes within the formation detect a target from varying angles, the software is reportedly unable to decipher whether there is just one or multiple targets. Software bug assists in bank heist. This story comes in two parts: one software bug related, one not.
The first part to hit the news in mid-March detailed how a group of hacker-thieves hijacked the Bangladesh Bank system to steal funds. According to Bangladesh Bank authorities, a printer is set up to automatically print read-outs of transactions made. The glitch in the system whether coincidental or created by the thieves , interrupted the automatic printing process, so that is was only several days later that the transfer receipts were even discovered — giving the thieves plenty of time to cover their tracks.
Frenchman sues uber over a software bug. The bug causes Uber notifications to be pushed to a device, even after logging out of your account on that device. The Equifax social security hack. Names, Social Security numbers, birth dates, and credit card numbers were all amongst the data stolen.
Though the hack took place in May , Equifax hid the story until early September, further outraging the public. In January , the citizens of Hawaii were notified to take immediate cover in the face of an inbound ballistic missile strike. It turned out to be a false alarm, although it took over 30 minutes and, presumably, several thousand heart attacks before the alert was retracted. The top best? Read more. The film awards season may be over, but the software fail season never ends!
The first quarter of has come to a close, signaling the time for our favorite quarterly recap of software bugs. Test Automation.
Performance Testing. Delivery can be complex. You need to manage risks, issues, and scope; manage your team; and communicate with stakeholders. Delivering change is hard, and not everything is in your control. Therefore, being competent isn't enough for good implementation. People lose focus on the project's benefits Projects are based on a list of benefits that must be delivered. For example, you may need a faster customer service process, you may need to produce products more cheaply, or you may need to improve the quality of your service.
These benefit statements should be refined so that they're clear, concise, and quantified. To avoid this problem, adopt a benefits management approach throughout the life of the project, and remember the need to deliver the required benefits when you're planning and delivering your project. The environment changes This is probably the trickiest area. If the business's needs change, then your business case can become outdated before you've actually completed the project.
You may have to review your original requirements and goals partway through the project to decide how to proceed, and this may result in changing the scope of your project — or even canceling the project altogether! Just an addition to the brief answer of osman guni, simply if you achieve your project goals without disturbing triple constraints defined in the inception phase of the project i.
For a project to be successful, it has to deliver what has been promised keeping time, cost, quality and scope in constant check. A project from the moment it agreed to be held by a company until the moment this will be implemented and delivered for use it may fail due to various factors. First of all there is always the possibility of economic disaster and therefore failure to complete the project.
During the planning phase we must be sure that all the studies were tested in all the details from all the participants involved as designers, as well as from the supervisors of the project.
During the implementation phase there should be absolute control workshops, materials, the safety of personnel and project by the authorized engineers in charge of the project.
It is also very important in the evolution of a project the choice of personnel from the recruit workers. If one of their employees create trouble is certain to affect the development of the project.
So the failure of a project is defined by the economic factor, the proper design and supervision and from the selected human potential. Projects fail due to many scenarios, one if at the onset or the planning stage you already miscalculated your budget you are bound to fail the project stakeholder's expectations and the projects as well.
Rewards and incentives for each and every critical milestones and KPI's success will trigger eagerness to do the same until completion of the Project.
As far as my brain goes, there may not be a definite answer to yor question. However, based on my experience and some of statitics known to me, weak monitoring and evaluation is usually found to be the culprit.
Products By Bayt. Use Our Mobile App. Get Fresh Updates On your job applications, and stay connected. Download Now. Somewhere in an alternative universe, there is a project that fulfills every dream but all too often software projects in our universe stumble toward the finish line and sometimes cross it.
You can end up with code that runs well but no one uses. When the smoldering mess cools, the autopsies begin, as people want to know what went wrong. Here are the most common culprits. Trying to do too much with too few programmers is a common problem.
Developers can only grind out so much code before they burn out. Sprint 42 ended Wednesday at pm and Sprint 43 began on Wednesday at pm.
Retrospective analysis meetings were scheduled after the next sprint already started. Sometimes roadblocks and problems get in the way. If too few programmers can be bad, too many could potentially be worse, as network effects can doom a software project. More people means more coordination and that means more meetings, taking time away from writing code.
Writing software is a solitary art. Humans can work together but only in limited bouts. Many developers hate meetings because they need to shift their mental gears from the deep immersive logical thought into the more open, social mode. This takes time. Some team leaders try to fight failure by holding more meetings to keep everyone synchronized.
The team needs to share enough information to stay synchronized but any more just wastes brain cycles. In theory, developers like to consider themselves agile. But sometimes agility can throw everyone off balance. It all depends whether the shift requires fundamental changes to the underlying framework. Even if you plan carefully and draw up the correct list of features, things may fail if you use the wrong technology. Databases, for instance, are designed to be general and flexible, but do have architectural limitations.
Good planners draw up a list of features and prioritize them. In the worst cases, the most important features are the hardest to create. What are your developers to do? If they concentrate on the most important feature, they will make no progress and may end up delivering none of the functionality. Good planning requires more than a checklist. Architectural vision must take into account the needs and cost of delivering them.
One of my projects was to turn a best-selling reference book into an app. The book sold like hotcakes in the years before the internet. The plan was to tap into that demand and make an interactive version that would let people sort and search through the data. The programming team delivered software that included everything in the book but was faster, prettier and much lighter than the book itself.
But no one wanted it anymore.
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