Another major change is how we defne success. We have multiple defnitions, including our newest. We coded the new CHAOS database with six individual attributes of success: OnTime, OnBudget, OnTarget, OnGoal, Value, and Satisfaction. Our Traditional defnition is OnTime, OnBudget, and OnTarget.

従来の指標だったOnTime, OnBudget, OnTargetに加え、OnGoal、Value、Satisfactionという3つが加わった。「レガシーコードからの脱却」でも「完成したが1ヶ月後にバグが見つかった」という事例も成功に含まれると指摘していたが、これらに対する対応だ。

Customers have a clear opinion on the satisfaction level whether or not all the features and functions that they asked for in the beginning of the project are realized. In our research we found that both satisfaction and value are greater when the features and functions delivered are much less than originally specifed and only meet obvious needs.



The results show that retail projects had the highest success rate at 35% using the Modern defnition of success. The results also show that government projects had the highest failure rate at 24%, and fnancial and government projects had the highest challenged rate at 56%. The comparison of satisfaction level for banking versus retail shows that retail also has better results.


North America has a 31% success rate versus Europe at 25%, Asia at 22%, and the rest of world at 24%. We have seen that North America has some of the highest emotional maturity skills. These skills include managing expectations and gaining consensus, which in turn would cause a high satisfaction level. On the other hand, Asia has the lowest emotional maturity scores according to our emotional maturity appraisals and benchmarks.

北米は成功率が高く、アジアは低い。北米はemotional maturity skill(感情的な成熟度)すなわち期待に対する管理とコンセンサスの獲得に関するスキルが高いという。


Projects using a purchased application with no modifcation had the highest success rate at 57%. Projects that were developed from scratch using modern methodologies had a 23% failure rate. This is the highest failure rate other than the “other” category. The results also show that projects that were developed from scratch using traditional languages and methods had the highest challenged rate at 61%.


The results for all projects show that agile projects have almost four times the success rate as waterfall projects, and waterfall projects have three times the failure rate as agile projects. The results are also broken down by project size: large, medium, and small. The overall results clearly show that waterfall projects do not scale well, while agile projects scale much better. However, note that the smaller the project, the smaller the difference is between the agile and the waterfall process.


「レガシーコードからの脱却」で著者のDavid Scott Bernsteinは「私はウォーターフォールだアジャイルだとレッテルを貼るのではなく、ソフトウェアを開発する上での具体的な影響に対処するプラクティスに目を向けるほうが好きだ」と書いている。CHAOSレポートで失敗する率が高いとカテゴライズされている業界、地域、開発手法であっても、学べることは多そうだ。