Outdated or obviously beta documentation which doesn't jive with whatever release of the product on site, or documentation which looks like it's been down through several generations of Xerox copies.
No onsite installation or support. Depending on the size of the system being implemented, a company in good shape might send one or more of their developers to oversee the implementation, whereas a company that's tight might offer phone or email support only in a more "fire and forget" approach.
Continuous occurences of new, forgotten features, assumed as "obvious" and "implicit" by the user, never stated in the requirements, leading to discussion Bug vs. Change Request.
Waterfall model adopted instead of an iterative approach.
Customer protesting on the costs of fixing, saying something like: "If you have bugs, it is because you didn't do your job right", not accepting the tripple constraint effects on quality when cutting time/budget.
Pressure for lower prices for maintenance and support activities after project deployment in production.
Pressure for adopting a fixed-price project (outsourcing) to transfer financial risk together with timeline risk.
If I understand correctly what you mean, you really are talking about projects where the resources available to the project are not appropriate to achieve the results that were promised to the client.
I can think of four ways for this situation to arise:
Wrong estimates when preparing the project plan
Requirements creep
Reducing the project budget without reducing the project scope
Inadequate resources (staff skills, computer resources, etc.) for the project scope
When people in the project become aware of the situation, they really have two options: cut costs or cut scope. Cutting the scope can be a hard sell and may endanger the project viability, so most of the time people opt for cutting custs, especially since cost can be cut in many ways without atracting the attention from the higher echelons:
Unpaid overtime
Reducing quality
Eliminating documentation
and so forth.
In fact, you may even look good as a project manager when you start cutting costs, since cost containment is one of the project manager's responsibilities! I assume that what you want is to find ways to diagnose an under-funded project. I think that instead of developing an extensive list of symptoms, I would strive to identify a general condition.
In my opinion, there is a general condition that allows to pinpoint an under-funded project. For most projects, staff is the biggest cost - or at least the second biggest cost that can be managed by the project manager. Whenever you find an experienced manager taking measures to reduce staff costs and those measures were not part of the original plan, then you can be sure you have an under-funded project.
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你所说的不是一个“有限资源”项目，而是一个仓促且无计划的项目。
我对你的清单中的一些项目有异议：
实际上，这些应该是大多数项目的常态。 谁请求更改并支付更改费用，您还是客户？
如果这不是合同的一部分，你为什么要这样做？
在某些时候，您必须停止在“足够好”，否则您将从现在开始一直进行抛光，直到时间结束。
我要添加到您的清单中的是：
What you are talking about is not a 'limited resources' project, but instead a rushed and unplanned project.
A few items in your list I take issue with:
Actually, these should be the norm for most projects. Who's requesting and paying for the changes, you or the client?
If that's not part of the contract, why are you doing it?
At some point, you have to stop at 'good enough', or else you are going to be polishing from now until the end of time.
Something I would add to your list are:
坦白说，我从未听说过哪个项目拥有无限的资源。 即使是政府也会在一段时间后对某些事情采取刹车。
所以，从纯粹的逻辑角度来看，所有项目的资源都是有限的。
Quite frankly, I've never heard of a project that had unlimited resources. Even the government will put the brakes on something after a while.
So, from a pure logic perspective, all projects have limited resources.
有限的资源？ 我所知道的所有项目的资源都是有限的：
Limited resources? All projects that I know of have limited resources:
过时的或明显是测试版的文档，与现场产品的任何版本都不相符，或者文档看起来像是已经经过几代施乐副本。
没有现场安装或支持。 根据正在实施的系统的规模，状况良好的公司可能会派遣一名或多名开发人员来监督实施，而资金紧张的公司可能只会以更“即发即忘”的方式提供电话或电子邮件支持。
Outdated or obviously beta documentation which doesn't jive with whatever release of the product on site, or documentation which looks like it's been down through several generations of Xerox copies.
No onsite installation or support. Depending on the size of the system being implemented, a company in good shape might send one or more of their developers to oversee the implementation, whereas a company that's tight might offer phone or email support only in a more "fire and forget" approach.
被遗忘的特征，假设为
用户的“明显”和“隐含”，
要求中从未说明，
引发讨论 Bug 与 Change
要求。
迭代方法。
修复，说这样的话：“如果
你有错误，那是因为你
没有做好你的工作”，不是
接受三重约束
切割时对质量的影响
时间/预算。
维护和支持活动
项目部署后
生产。
forgotten features, assumed as
"obvious" and "implicit" by the user,
never stated in the requirements,
leading to discussion Bug vs. Change
Request.
iterative approach.
fixing, saying something like: "If
you have bugs, it is because you
didn't do your job right", not
accepting the tripple constraint
effects on quality when cutting
time/budget.
maintenance and support activities
after project deployment in
production.
“定价过低的项目”
如果我正确理解您的意思，那么您确实在谈论项目可用的资源不适合实现向客户承诺的结果的项目。
我可以想到出现这种情况的四种方式：
当人们处于 项目范围内时项目意识到这种情况后，他们确实有两个选择：削减成本或削减范围。 削减范围可能很难推销，并可能危及项目的可行性，因此大多数时候人们选择削减客户，特别是因为可以通过多种方式削减成本而不引起高层的注意：
等等。
事实上，当您开始削减成本时，您甚至可能看起来很像项目经理，因为成本控制是项目经理的职责之一！ 我认为您想要的是找到诊断资金不足的项目的方法。 我认为我不会列出大量的症状，而是努力确定一般情况。
在我看来，有一个一般条件可以确定资金不足的项目。 对于大多数项目来说，员工是最大的成本，或者至少是项目经理可以管理的第二大成本。 每当您发现经验丰富的经理采取措施降低员工成本，而这些措施并不属于原始计划的一部分时，您就可以确定您的项目资金不足。
问候，
"Under-priced projects"
If I understand correctly what you mean, you really are talking about projects where the resources available to the project are not appropriate to achieve the results that were promised to the client.
I can think of four ways for this situation to arise:
When people in the project become aware of the situation, they really have two options: cut costs or cut scope. Cutting the scope can be a hard sell and may endanger the project viability, so most of the time people opt for cutting custs, especially since cost can be cut in many ways without atracting the attention from the higher echelons:
and so forth.
In fact, you may even look good as a project manager when you start cutting costs, since cost containment is one of the project manager's responsibilities! I assume that what you want is to find ways to diagnose an under-funded project. I think that instead of developing an extensive list of symptoms, I would strive to identify a general condition.
In my opinion, there is a general condition that allows to pinpoint an under-funded project. For most projects, staff is the biggest cost - or at least the second biggest cost that can be managed by the project manager. Whenever you find an experienced manager taking measures to reduce staff costs and those measures were not part of the original plan, then you can be sure you have an under-funded project.
Regards,
使用你们如此善意贡献的信息，我能够将所有内容整合在一起并写一篇文章，
我将在此处放置一个链接，以防将来有人寻求有关该主题的帮助：
在资源不足的项目中生存
--LM
using the information you guys so kindly contributed i was able to pull it all together and write an article
ill put a link here in case someone in the future is looking for help on the topic:
Surviving An Under-resourced Project
--LM