Hosting your own web site - 208 Part II: Planning Your Software Project your
208 Part II: Planning Your Software Project your estimates. The variance report, sometimes called an exceptions report, details the cause of the cost. Get to work on this report at the first hint of a problem. Do not wait until you have completely run out of cash! Dealing with a Budget Problem that Your Bosses Know about (But Haven t Addressed) Your project is out of money and you need more funds to complete the work. You ve completed variance reports, so management knows what s what, but your bosses haven t exactly jumped at the opportunity to pour more funds into your project. When things get to that hysterical point, call a civilized meeting with management (bring all your documentation) so they are forced to examine the variance reports to determine whether the same problems have recurred throughout the project or whether new problems, risks, and other cost-eating monsters have crept into the execution. Before you enter this meeting, prioritize the major problems that have consumed the project budget so that you can identify the cause of the problem and who may need to help pay for completing the project scope. For example, if one of the project stakeholders failed to provide accurate requirements, then your project team may have built the software according to the supplied requirements. The stakeholder then may reject the software because, while it matches their supplied requirements, it s not what they actually wanted. Just be very careful to never walk into a meeting with the intent of placing blame or escaping blame. Take ownership and accept accountability when something goes awry. For example, if a stakeholder failed to provide accurate requirements, what did you do to alleviate that situation? While this scenario is all too common, the stakeholder should bear some of the blame. But so should the project manager. One of your key activities is to communicate with, not to, the stakeholders regarding their requirements. It s easier, and more cost effective, to spend more time ensuring the accuracy of the requirements before your team builds a piece of software the stakeholder doesn t want. After you and management have identified the cost problems, the stakeholders have to evaluate the overall worth of the project and determine what to do next. If the project is worthy, far enough along in the project deliverable, and you ve done a good job of explaining the cost overruns and how you will react to them in the future, then you can probably expect to continue working on the project with more funds.
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