Project budgets usually boil down to three core components: people, technology, and time. The goal is to deliver a working product or service within these constraints—but as anyone who’s managed a tech project knows, that’s often easier said than done.
The Balancing Act: Scope, Time, and Cost
Every project operates on the same triangle: scope, time, and budget. If time is tight, you have two options: reduce scope or increase cost by throwing more resources at the problem. But be careful—there’s a tipping point where adding people actually slows you down. More people means more communication lines, more onboarding, and more chances for misalignment. It’s classic Brooks’ Law: adding manpower to a late software project makes it later.
On the flip side, when the budget gets cut, you have the same trade-offs in reverse. You’ll either need to reduce scope or delay your timeline. And when scope inevitably creeps up, something else has to flex—either your budget or your delivery date. There’s no way around it: something always has to give.
Don’t Try to Be Superman
Engineering managers and project leads often fall into the trap of trying to hold it all together by sheer force of will. Don’t. This is where good judgment and realistic planning come in. Your job isn’t to perform miracles—it’s to make smart trade-offs and keep the project healthy and sustainable.
Start by truly understanding all the costs required to deliver. That includes more than just salaries—it’s cloud infrastructure, licenses, integration tools, and all the overhead that sneaks in over time. Only when you have a full view can you build a properly resourced team.
Consider a mix of employees and contractors so you have flexibility if the budget changes mid-project. Having options lets you pivot without blowing up your timeline or your roadmap.
Know Your Tech Costs
As a project manager or engineering lead, you should have a decent understanding of what your average compute resources cost. That way, you can reverse-engineer how much of your budget is left for the people who will create your product or service.
Assigning Work: Don’t Create Silos
One of your most important responsibilities is assigning the right work to the right people. It’s tempting to always lean on your strongest developers for the hardest tasks—but resist the urge. That path leads to burnout and siloed knowledge.
Some people want to grow and stretch into new areas. Others need a break from always being the hero. Spread the work strategically and encourage pairing or shadowing, especially on critical parts of the codebase.
Here’s a simple rule: at least two people should always be familiar with any significant part of your system. Vacations happen. People leave. The only thing worse than being stuck is having to call your engineer while they’re on a beach in Hawaii. Avoid it by planning ahead and having a backup system in place.
Final Thoughts
Leading a project is all about making smart, sustainable decisions. Don’t chase perfection—chase clarity. Know your trade-offs, understand your costs, and build a balanced, resilient team. When the unexpected happens (and it will), you’ll be ready.
Remember, you’re not Superman—and you don’t have to be.
Enjoy the Resource Allocation tip video from The Wild West of Software Project Management below.