Veja como você pode desenvolver assertividade na gestão de orçamentos de programas.

Here's how: 1. Know your numbers: Solid data = strong arguments. Track expenses meticulously. 2. Communicate clearly: Present budget details & potential risks to stakeholders proactively. 3. Focus on solutions: Don't just say "no." Offer alternatives or cost-saving ideas. 4. Be confident: Believe in your budget and explain its importance to program success. 5. Don't be afraid to push back: If requests exceed budget, explain limitations & propose adjustments. Assertiveness is key to program budget control!

Cost is one of the constraints. 100 % accurate estimation is not possible. MY preferred way to estimate the budget is to start with the top-down approach. This helps in identifying a budget range. The second step is to estimate the budget using a bottom-up approach for the tasks and activities during the work breakdown. This will give a better and clearer picture. Pay attention to the tasks that have high expenditure estimations. Double-check the estimated expenditure, if time permits, for clarity and confirmation. Ensure to inform time to time Finance and Accounting stakeholders for high-estimated expenditures along with the planned date. Ensure the availability of resources when the high- estimated budget activities are planned.

Here is what you can do - 1. Make sure you gather data to support budget requests. 2. Communicate program value and its impact. Collaborate with LOB stakeholders and other SMEs for info. 3. Anticipate pushback with cost-cutting options and know how you will react. Prepare contingency plans here. 4. Use "I" statements to express your perspective. 5. Negotiate with confidence and focus on compromise. Bring in support from your stakeholders. It's NOT your own decision but a collective project decision. 6. Document everything for future reference including executive approvals.

A clear guardrail for budget is a crucial start point. It is formed by gaining an in-depth understanding of the budget, including all line items, constraints, and priorities. This knowledge forms the foundation for assertive decision-making. Data and concrete examples form the basis for decisions and discussions. It's imperative that indecision needs to be avoided; however, from experience, I can state that awareness on personal bias (and blind bias) is crucial.

To be assertive in budget management, project managers need a multi-pronged approach: mastering project financials, setting and communicating clear expectations, actively tracking progress, skillfully negotiating, and continuously learning. For example, as a consultant on a large IT project, I faced resistance when proposing budget cuts. By clearly explaining the rationale, emphasizing project goals, and highlighting the risks of overspending, I gained stakeholder support and implemented the necessary changes. This taught me the value of not just understanding the numbers, but also communicating them effectively and persuasively.

My preferred way to write goals is SMART. (Specific, Measurable, Achievable, Realistic and Time-bound). For the tasks that are estimated as high budget, the SMART approach helps to provide a strong justification for budget allocation. Moreover, it also helps during a budget-cut situation with strong and justified reasons.

Goals need to be realistic and SMART goal setting framework provides a good guidance. Clear definition of scope inclusions, and unacceptable scope creeps are paramount for future execution. Once goals are set, accountability of specific members and visibility of progress including deviations need continuous monitoring. Budgetary decisions and actions need continuous follow ups to ensure compliance and address any issues promptly.

Efficient and effective communication is one of the ingredients that contribute to a successful recipe. Filter out the high investment/expenditure and have one-to-one communication for a clear picture of the budgeted amount estimated is justified. Based on the discussion readjust the budgeted agreed amount. A collaborative approach including listing, understanding points of view, justified statements and logic will help in evaluating the approximate nearer right value for the budget.

Communication w.r.t budgetary needs, constraints, and changes need to be clearly communicated and documented. Scope creep is often a possibility and so, a living document provides baseline for reference later on. Before any budget negotiation, be armed with what your needs are and where the other parties might be bound. Plan for objections and have responses to them in readiness. Also, listen actively for expert feedback from SMEs as budgeting is a team exercise. Set goals that are within your budget and yet relevant to the concerns of other stakeholders.

Think of managing program budgets like a gardener tending to a diverse garden. To develop assertiveness, you must negotiate effectively to secure the necessary resources while maintaining balance. Start by planting seeds of preparation: research and understand the needs of your stakeholders and the constraints of your organization. Just as a gardener waters plants to ensure growth, nurture relationships by building trust and communicating openly. Use a win-win mindset, like a gardener who ensures each plant gets the right amount of sunlight and water. Prioritize essential budget items, much like tending to the most critical plants first. Be flexible yet firm, adjusting timelines or reallocating resources.

Before you enter any budget negotiation, be eyed with preparation—know what your needs are while measuring its potential constraints from others. Anticipate objections and have counter-arguments to them.

Before engaging in any negotiation, the most crucial element is preparation. A comprehensive program plan, communications plan, and stakeholder management strategy provide the essential background for effective negotiations. And, negotiation skills are vital for PMs due to interactions with various forces: ➡️ positional authority of PMs ➡️ team member reporting structures ➡️ organisational structures ➡️ shared resources ➡️ the effects of multi-cultural project teams&global project teams That said: negotiation is part of daily routine of a PM, and if negotiation is adopted into a belief system and is practiced, it’ll become internalised and result in natural action.