The best way to avoid stressful, over budget and late projects is to use a software services company which has many years of experience in project management. J P Systems, Inc. has been doing software consulting work in the Washington DC metro area for 27 years. We can help you efficiently oversee the progress of the project. From the start we match the client requirements to the actual project budget by narrowing the scope of the deliverables. This controls a major budget problem "scope creep". This may require that quite a few items be taken off the client's wish list initially. These items can be put in a second phase of the project and scheduled for the next fiscal year when more money can be put in the budget.

 It is better to narrow the scope of a project at the start than to realize too late that the full system is a long way off. Some companies promise things they aren't really sure they can deliver. They might pull off the impossible for a while, but sooner or later these "marketing geniuses" and their lowest bids are found out for what they are. They may have won the bid but they end up with an angry client. We believe in being honest from the beginning as this builds a long term trust between our company and our clients. After all, nobody likes surprises. Below are some diagnoses of how we have solved software problems in the past.

The client didn't understand their own business processes so:

We bring in a subject matter expert who has the real world knowledge to talk to the client in their language and extract true requirements.
We suggest reports or screen displays to get a discussion rolling. We document their work flow processes in models to see if we accurately understand what they do. We develop a complete picture of the client's enterprise including legacy systems. We use the legacy system ourselves to see first hand what they actually do and what problems they have. Basically we place ourselves in their shoes and do our best to define the new system requirements as if we had their job. The bottom line is that if the users don't like the new system, not much has been accomplished. This is the art of change management.
We use people who have technical experience in the client's vertical field. We employ people who are not only IT specialists but also have medical domain expertise such as surgeons and nurses. We employ medical terminologists who understand the complexities of communication.
We stress the need for a very detailed requirements document. It often is beneficial for the system analysts to observe a future user of the system for an entire day to better understand their job and the real needs of the system. Accurate design can not happen in a vacuum.

The software tools being used are very new technology so:

We recognize that the technical learning curve is an addition to time needed for the software design process.
Stay in close touch with the software package's manufacturer.
Thoroughly work with the manufacturer's demo software and test key functions before deciding to use their software.
Avoid Beta versions and version 1.0 at all costs. Let someone else do their Beta testing - we have a deadline to meet.
Get training directly from the development tool's manufacturer or a qualified Beta tester company. If you get conflicting information, believe the Beta tester and not the marketing department of the vendor.

You are lacking the resources you need to be productive:

Why software projects are late:

We are realistic about the situation
We are honest with the client about what it will take to bring the project to a successful conclusion.
If space and equipment are limiting factors, we can split the staff into two shifts to manage.
Only add people to a late project who are more experienced than your current staff in the technology you are using.
Explain to the client why the budget is too low and give them a choice of two things they will have to give up temporarily to balance the budget or find more money in the budget.

The needed communications are not happening

Find the specific communication blockages
This may take some detective work. J P System's consultants act as a bridge between staff members who are avoiding talking to each other for personal reasons. This will jump start your project's progress.
Some aspects of the project are classified and you do not have access to the information. Not too much you can do about this one. Management needs to be aware of the delay. Document this problem and the specific issues being delayed so they are not forgotten. Keep this problem log on line (if appropriate) for present and future staff people. Record the solution when it is found.
Egos, empire building, or hidden agendas are preventing crucial communications. This is common in government agencies. Treat these persons with respect, they are obviously starving for it.
When people leave the project, make sure they document what they did and where they put it. Make sure they stay in touch so you can call them with questions.
Your staff does not work in the same building. This is a tough one to overcome. If the project can not be consolidated into one location, you will need to test the system's pieces sooner and more often than you had planned. Have the staff keep a log of the assumptions they make when they make any design decisions. Software programs should list in their comments the assumptions which have been made. Keep another copy of these assumptions on line in a wiki (like www.wikipedia.com ) so other staff people can see them later. A wiki is a web page which anyone can contribute to or modify. Also keep a log of problems encountered for which no solution is found so the issues are not forgotten.

Too much unnecessary communication is happening

We try to eliminate unnecessary meetings and training sessions
Often meetings include too many people. A very brief pre-meeting analysis may need to be done to endure that staff' time is not being wasted in needless meetings.
Unnecessary training classes are required. If a staff person does not need a training class, they should not have to attend the class.
Talented staff are tempted to leave the project since they spend too much time in unnecessary phone meetings and are under challenged. This also leaves them with too little time to do the actual work.
Your staff does not work in the same building. Phone meetings are scheduled with too many attendees to accomplish the needed work. Boredom sets in. The discussions go off topic or head into a gripe session. Staff time is wasted. Sometimes a ruthless and aggressive discussion monitor is needed to keep people on track. People who frequently disturb the productivity of the meetings need to be given a formal warning of their disruptiveness.
Author Jackie Mulrooney President J P Systems, Inc.

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