7 Ways to Know if a Development Project Is Worth Your Time
November 9, 2011 by Kevin Michael Gray
Today's featured article comes from Mashable.com and highlights the developmental project process. What are your thoughts? Do you agree?
Remember the old 80/20 rule? The same applies to software development inquiries, as in 20% of sales inquiries result in 80% of new sales volume. The challenge is being able to identify which inquiries will be fruitful, and which will only cost you time and effort.
Potential clients expect accurate estimates — clearly a reasonable request. For any developer, accurate estimates are a time consuming and challenging task because custom software development and technology are constantly changing, and it’s not the same as buying an off-the-shelf item.
Even worse, many prospects decide not to move forward with their project at all (with any vendor). It’s not because the bidders did anything wrong, but because the client did not realize the full extent of the commitment required (usually defined by cost).
I have spent 15 years of my career in software development, both as a freelance developer and as a business owner. That practical experience has taught me to quickly recognize which potential projects are going to move forward and which are just not worth pursuing. There are Seven Axioms I use to help identify the solid opportunities.
1. Documented Requirements
If the client took the time to write down what they want, it is a strong indicator that they are serious. Otherwise, you will need to do this for them. Then time and documentation flows back and forth until a project’s parameters are finalized. Rule: Lean toward clients who have taken the initiative in identifying and drafting their own software project requirements.
2. Urgent Need
This goes right to the heart of the matter. Is software development a logical next step in their growth or does it seem more whimsical/experimental in nature? For example, does the software project tie in to the launch of a new product without which, they might falter? Rule: Lean toward projects that have an immediate nature, where the client absolutely needs it done.
3. Deal With the Decision Makers
Many times decision makers send underlings to gather the initial project information and specifications. In my experience, information gathering usually results in little else. Decision makers are involved when projects are deemed critical. Rule: Lean toward projects where you work directly with the decision makers — the ones who steer the project and identify priorities.
READ FULL ARTICLE
