Evolutionary project management

As a developer of financial software, the author has witnessed various project management strategies. Three years ago, he participated in and managed two nearly identical systems for investment managers, undertaken at two different companies. The first project used conventional project management techniques and failed without delivering a functional product after 21 months. Subsequently, the author joined another company, Anite, and became the project manager of the OMAR (Order Management And Routing) system in July 1996. He determined to learn from the first project's failure and decided to adopt the evolutionary project management (EPM). This time he succeeded. This article describes EPM's advantages over conventional software project management and how the author adapted EPM to Anite's small-team environment.