32 comments so far and no mention of the word budget. There's a great analogy between software engineering and construction. Does your organization build skyscrapers and gorge-spanning bridges? Or does it build driveways and swimming pools? Commercially developed software consumes capital to get something in return. Are the people spending capital budgeting for a driveway or for a skyscraper? Must it be done this mon…
Very often projects are overbudgeted though. Not just cost and time, but quality of hires, salaries, promises to investors, and a competitor's feature list. The scope of the project then expands to fill the budget.
Running Costs + (Weekly cost of Engineers * Weeks Slated) + (Hourly Cost of Managers * Hours in Meetings/Discussions) = Projected cost / required budget.
Increasing scope causes an increase in time spent both in meetings arguing about it and engineers working to build it, which increases the time side. Increasing salaries / quality of hires increases the cost side. Promises to investors or contractual obligations to partners/customers are non-negotiable increases in scope, so directly drive how much time something takes.