Agile budget planning needs to be “hybrid” to mix top-down estimate with bottom-up adjustment.
"Digital Master” is a series of guidebooks (28 + books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.”
It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Budget” quotes in “Digital Master.”
1 Running a budget-smart IT organization takes discipline, methodology, and practice.
2 The real value-added, experienced Program Manager is to keep a proper balance between the 3 constraints (schedule, scope, budget).
3 It always seems to be the trade space based on stakeholder ease of suggesting Budget and Time are fixed, with no desire to give up Quality.
4 Applying the right procedures and policies to asset management allows IT to create a realistic budget with few surprises, and keep best practice to adapt to “continuous changes.”
5 There is a clear difference between a budget and an estimate. Estimates are always ranges and are but one consideration in developing a budget.
6 A budget is a single number used for tracking progress. But you first need to secure a proper budget, or you'll be in risk of adding to the failure statistics.
7 Agile budget planning needs to be “hybrid” to mix top-down estimate with bottom-up adjustment.
8 The structure of much of budget estimating for big IT projects will tend to under-estimate the time and cost.
9 The facts say that most big projects are losing budgetary grip and that the estimates didn´t take into account those slippages at estimation time.
1 Running a budget-smart IT organization takes discipline, methodology, and practice.
2 The real value-added, experienced Program Manager is to keep a proper balance between the 3 constraints (schedule, scope, budget).
3 It always seems to be the trade space based on stakeholder ease of suggesting Budget and Time are fixed, with no desire to give up Quality.
4 Applying the right procedures and policies to asset management allows IT to create a realistic budget with few surprises, and keep best practice to adapt to “continuous changes.”
5 There is a clear difference between a budget and an estimate. Estimates are always ranges and are but one consideration in developing a budget.
6 A budget is a single number used for tracking progress. But you first need to secure a proper budget, or you'll be in risk of adding to the failure statistics.
7 Agile budget planning needs to be “hybrid” to mix top-down estimate with bottom-up adjustment.
8 The structure of much of budget estimating for big IT projects will tend to under-estimate the time and cost.
9 The facts say that most big projects are losing budgetary grip and that the estimates didn´t take into account those slippages at estimation time.
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