“Most post-mortems of these software disaster projects have indicated that their problems would have been avoided or strongly reduced if there had been an explicit early concern with identifying and resolving their high-risk elements. Frequently, these projects were swept along by a tide of optimistic enthusiasm during their early phases, which caused them to miss some clear signals of high risk issues which proved to be the project's downfall later.
Enthusiasm for new software capabilities is a good thing. But it needs to be tempered with a concern for early identification and resolution of a project's high-risk elements, so that people can get these resolved early and then focus their enthusiasm and energy on the positive aspects of their software product.”

— Barry Boehm

Source: Software risk management: principles and practices (1991), p. 32

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Barry Boehm 18

American software engineer 1935

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“Like many fields in their early stages, the software field has had its share of project disasters: the software equivalents of Beauvais Cathedral, the S. S. Titanic, and the "Galloping Gertie" Tacoma Narrows Bridge. The frequency of these disaster projects is a serious concern: a recent survey of 600 firms indicated that 35% of them had at least one "runaway' software project.”

Barry Boehm (1935) American software engineer

Source: Software risk management: principles and practices (1991), p. 32

“Before Paul and I started the company, we had been involved in some large-scale software projects that were real disasters. They just kept pouring people in, and nobody knew how they were going to stabilize the project. We swore to ourselves that we would do better.”

Bill Gates (1955) American business magnate and philanthropist

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“Brooks's Law: Adding manpower to a late software project makes it later.”

Fred Brooks (1931) American computer scientist

Page 25 (italics in source, bold added).
The Mythical Man-Month: Essays on Software Engineering (1975, 1995)

“Project managers who believe that closing down a project will wreck their careers are tempted to carry on in the hope they will have a slight chance of saving their reputations. Both courses carry the risk of disaster for those responsible for a project, but one—abandonment—is often far better for the company.”

David Davis (1948) British Conservative Party politician and former businessman

"New Projects: Beware of False Economies" https://hbr.org/1985/03/new-projects-beware-of-false-economies, published in Harvard Business Review (March 1985)
On management of big projects

“Software people seem to have a love-hate relationship with metrics. On one hand, they despise and distrust anything that sounds or looks like a measurement. They are quick to point out the "flaws" in the arguments of anyone who talks about measuring software products, software processes, and (especially) software people. On the other hand, these same people seem to have no problems identifying which programming language is the best, the stupid things that managers do to "ruin" projects, and who's methodology works in what situations.”

Edward V. Berard

Edward V. Berard (1998) " Metrics for object-oriented software engineering http://www.ipipan.gda.pl/~marek/objects/TOA/moose.html." The Object Agency, Inc.

“A little retrospection shows that although many fine, useful software systems have been designed by committees and built as part of multipart projects, those software systems that have excited passionate fans are those that are the products of one or a few designing minds, great designers.”

Fred Brooks No Silver Bullet

Page 202.
No Silver Bullet (1986)

“We should willingly take risks in supporting new projects. The tendency is to play it safe when funding is low, but we need to remember that the greatest risks have the greatest payoffs.”

Jerome Isaac Friedman (1930) American physicist

"Will Innovation Flourish in the Future?," 2002

“Poor management can increase software costs more rapidly than any other factor. Particularly on large projects, each of the following mismanagement actions has often been responsible for doubling software development costs.”

Barry Boehm (1935) American software engineer

Barry Boehm (1981) as cited in: Tyson Gill (2002) Planning Smarter: Creating Blueprint-Quality Software Specifications. p. 14

“As the journey of "Third Text", a collaborative art project that brings together participants from all over the world, particularly from Africa, Asia, the Caribbean and Latin America, continues, the idea also begins contemplating those land-based projects which were somewhat abandoned in the early seventies.”

Rasheed Araeen (1935) English artist

Art Beyond Art: Ecoaesthetics: A Manifesto for the 21st Century, London: ThirdText Publications, p. 5 (2010).

“Over the years, many companies have contributed to free software development. Some of these companies primarily developed non-free software, but the two activities were separate; thus, we could ignore their non-free products, and work with them on free software projects. Then we could honestly thank them afterward for their free software contributions, without talking about the rest of what they did.
We cannot do the same with these new companies, because they won't let us. These companies actively invite the public to lump all their activities together; they want us to regard their non-free software as favorably as we would regard a real contribution, although it is not one. They present themselves as "open source companies," hoping that we will get a warm fuzzy feeling about them, and that we will be fuzzy-minded in applying it.
This manipulative practice would be no less harmful if it were done using the term "free software."”

Richard Stallman (1953) American software freedom activist, short story writer and computer programmer, founder of the GNU project

But companies do not seem to use the term "free software" that way; perhaps its association with idealism makes it seem unsuitable. The term "open source" opened the door for this.
1990s, Why "Free Software" is better than "Open Source" (1998)

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