this statement has little bearing on how this project is actually playing out, but if it were true - why would we want to manage massive infrastructure projects in the same way bad software projects are managed? via a method regarded by everyone except middle managers with a massive eye roll and a sigh
ok? my point was that you have projected your notions of project management on to the actions of CAHSR. there was nothing intentional or "agile" about the way the project was executed so far. that caltrain electrification has already been completed (at an exorbitant cost relative to the developed world) is more a consequence of how poorly things are going in the valley than anything
