The purpose of this series of posts is to help you identify a project that is heading for a crisis. The identifiers are both symptoms and diseases, and changing them can be very difficult due to underlying organizational, economical, technical or political assumptions that have laid part of the groundwork for your project.
Since changing the foundations of your project gets harder the longer you are into the project itself, identifying potential hazards in the very early phases of the project is extremely important.
It is also sometimes takes great personal courage. Telling your CEO that his great vision of the Recoilless HoverTank is a fluke or that it will cost 3 times more people than assumed to fulfill that new government contract can be very difficult.