I saw this headline on an AP story today — Poor and disabled big losers in Trump budget. The story includes a photo of the budget (see below), so I think it’s safe to say that the AP writer didn’t read the entire thing before announcing who the “big losers” are. He’s just flogging his own agenda. (See also Harvard Study Says Media Are Very Biased Against Donald Trump) “Trump’s plan for the budget year beginning Oct. 1 makes deep cuts in safety net programs . . .” the story says. What’s the difference between a “cut” and a “deep cut”? The latter sounds mean and scary. Why not just say something factual like “10 percent cut” or “50 percent cut” and let readers put their own characterization on it? “Safety net programs” is also a loaded expression. “Trump’s budget would cut the food stamp program by $191 billion over… Read more →
EppsNet Archive: Budgets
Misled by Metrics
From a Sr. IT Consultant: I recently asked a colleague [CIO] whether he would prefer to deliver a project somewhat late and over-budget but rich with business benefits or one that is on time and under budget but of scant value to the business. He thought it was a tough call, and then went for the on-time scenario. Delivering on time and within budget is part of his IT department’s performance metrics. Chasing after the elusive business value, over which he thought he had little control anyway, is not. Read more →
Three Reasons for Software Project Failure
Jerry Weinberg‘s top three reasons for software projects going over budget or failing to meet their original requirements: The original budget, schedule and requirements were totally unrealistic, due to the inability of people to speak truth to power. The original budget, schedule and requirements were totally unrealistic, due to the inability of people to understand and acknowledge their own limitations (which we all have). Even in those rare cases that people pass those first two hurdles, they lose emotional control during the project when something goes wrong — and something ALWAYS goes wrong. In 50 years, I’ve never seen a project where something didn’t go wrong. When it does, the project’s success is determined by the leaders’ ability to manage themselves emotionally. Read more →