Profitable projects. It’s what we strive for. It’s what our management wants. It’s what our CFO requires (gently or firmly, depending on the project). Several years ago I led a government project – actually it was more like a very large program. A five-year contract. Every month my staff and I would run through the deliverables, the actuals from the previous month, and the project schedule and reforecast the entire project’s financial picture. It was the largest project and largest source of revenue for an already large IT organization. If I turned in a forecast that increased the projected profit margin, I had to meet with the CFO to explain. If I turned in one that lowered the project profit margin, I had to meet with the CFO to explain...
Author: Brad Egeland