Software projects rarely make headlines for being completed within original cost expectations (though thankfully it does happen). High profile overruns with large-scale implementations such as banking systems or outsourced government projects are well documented, but the challenges of keeping to schedules and budgets is also present for smaller undertakings. Creation of any new product is inherent with risk but why is keeping a software budget on track so difficult, and what are the factors that can influence this?

The suggestion of a Minimum Viable Product (MVP) approach may raise concerns amongst stakeholders, particularly where they are not fully aware of the concept or have experienced bad results previously. When managed effectively however and with a clear understanding across the team then great value can be found.