Chapter 9: Building Your Project Budget 205 Figure
Chapter 9: Building Your Project Budget 205 Figure 9-3: The Iron Triangle must remain in balance for project success. Reducing the project scope After you identify the cause of the project failure, one of the first options you can recommend is to reduce the project scope. This option may be a tough sell (and difficult to accomplish) because the client has already approved the deliverable. Reducing the project scope may not be an option if you have contractual obligations. The Iron Triangle, which we discuss in Chapters 2 and 3, requires that all three side of the triangle (cost, time, and scope) remain equal for the project to be successful. Figure 9-3 shows what your Iron Triangle probably looks like at this point of your project. Notice that the line for the scope is much longer than the lines for time and cost. You can lop off parts of the project scope to be closer to the budget you ve been allotted. This will allow you and the stakeholders to have a deliverable and to still be close to the original budget. Another option is to add to the cost part of the triangle or the schedule portion. Scope The problem with trimming the project scope is that it s not always feasible. Chopping the scope leaves you with less of a deliverable, especially if the causes of the budget overrun are related to errors, rework, and rejections from testing. But if the project team does have a deliverable or at least part of the deliverable it may be enough to move the project into production with a bit more work. And what of the remaining scope? You ve got options: Live with the deliverable as it is if the project is a low priority and not expected to make much money. Of course, this may not be an option in every scenario. Live with the deliverable as it is if the software is a stop-gap tool. CostTime
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