Once the requirements were established and agreed upon, the project team committed to a delivery schedule and a method for controlling requirements. If a new requirement suddenly emerged, for whatever reason, the customer had to prioritize it. In order to do this, the customers demanded to know the impact it would have (e.g., person-weeks of effort). To provide this estimate, the key and most knowledgeable team leader had to spend time with the customer delving into the details of that particular requirement, fleshing out a number of derived requirements. The rate at which new requirements came in began to overwhelm the key people and a backlog of requirements analysis was created and continued to increase. To our customer, it looked like we could not evaluate a simple requirement; to the key RAs, the pressure built up to the boiling point as the scheduled delivery date loomed closer. Lesson-learned: we lost control of the project because we failed to manage requests for new and changed requirements effectively.