> suggests that half of all large IT projects—defined as those with initial price tags exceeding $15 million—massively blow their budgets. On average, large IT projects run 45 percent over budget and 7 percent over time, while delivering 56 percent less value than predicted. Software projects run the highest risk of cost and schedule overruns.
So, either this clearbit management magic makes all the normal scaling and estimation problems go away magically, or it is a really toxic management approach.
If you’re not sure you can deliver something, don’t commit to it. Instead, provide confidence levels, increase confidence by doing the riskiest bits earlier, and give frequent status updates.
Effective management - both by the manager and the managed - is about avoiding such zero sum games. Look for the win-win and do your best to deliver it.
https://www.mckinsey.com/business-functions/mckinsey-digital...
> suggests that half of all large IT projects—defined as those with initial price tags exceeding $15 million—massively blow their budgets. On average, large IT projects run 45 percent over budget and 7 percent over time, while delivering 56 percent less value than predicted. Software projects run the highest risk of cost and schedule overruns.
So, either this clearbit management magic makes all the normal scaling and estimation problems go away magically, or it is a really toxic management approach.