What are the top budgeting mistakes to avoid for complex programs?

One of the most common budgeting mistakes is not defining the scope of the program clearly and realistically. Scope creep, or the tendency for the program to expand beyond its original objectives, can lead to unexpected costs, delays, and conflicts. To avoid this, you should establish a clear and agreed-upon scope statement that defines the program's goals, deliverables, boundaries, assumptions, and constraints. You should also monitor and control the scope throughout the program lifecycle and manage any changes or requests carefully.

Not setting expectations at the kickoff meeting. The budget needs to be communicated with the stakeholders, detailed scope discussed and expectations for design and construction set. Assuring a complete design through design development and capturing all REQUIRED scope is essential. The project executive must set the tone and not allow scope creep to occur. It is also important to communicate expectations at the Construction kickoff that only the project manager and project executive can request or approve changes once construction begins. Contractors need clear direction related to who can request changes.

stakeholders can provide valuable input, feedback, and support for the budget, as well as identify potential risks, opportunities, and dependencies. To avoid this mistake, you should identify and engage your key stakeholders early and often in the budgeting process, and communicate clearly and transparently with them.

Depending on the size, complexity, and uncertainty of the program, you may need different tools and methods to plan and manage your budget effectively. For example, you may use top-down or bottom-up estimating techniques, historical data or expert judgment, contingency reserves or management reserves, or deterministic or probabilistic approaches. You should also use a reliable and user-friendly software or system to record, monitor, and report your budget data.

Not aligning the budget with the program strategy and objectives. The budget is not just a financial document, but a reflection of the program's vision, mission, and value proposition. It should support and enable the program to achieve its desired outcomes and benefits, and not constrain or compromise them. To avoid this mistake, you should align your budget with your program strategy and objectives, and use them as a guide and a criterion for your budget decisions.

Not reviewing and updating the budget regularly and proactively. Budgeting for complex programs is not a one-time activity, but a dynamic and iterative process that requires constant attention and adjustment. As the program progresses, you may encounter changes, uncertainties, risks, issues, and opportunities that affect your budget assumptions, estimates, and actuals. To avoid this mistake, you should review and update your budget regularly and proactively, and use variance analysis, earned value management, and forecasting techniques to measure and improve your budget performance.

Planning needs to start way before the current budget is in operation. Planning should consider timelines that involve approval cycle schedules and delays.