You don't hide behind scope creep - you charge for it!
Charge for ANY scope creep.
from the Customer's point of view its called salami negotiating - they ask for just one more little slice, then another - next thing you know - no salami.
One of the great myths of development that developers tell themselves and often, mistakenly, the client is that there is enough padding in the estimates to absorb new requests. Learn this lesson now, there is never enough padding in the estimate to absorb even one tiny change.
Instead learn to immediately analyze and estimate the cost of the new request, provide it in writing to the customer and get their approval before starting on it.
The truth will set you free. Hiding the fact you are out of money will only compound the final outcome.
It's much better to come clean and try to work out a solution. Especially when, as you say, you have a good relationship with this client.
I'm sure if you point out there has been a little scope creep and that requirements wern't fully outlined that they will come to the party and meet you some of the way to paying for the rest of the dev. You won't get it all I don't think but anything will be better than nothing huh?
您需要通知客户，但您还应该与您的团队进行交谈，看看他们是否愿意熬夜赶进度。提供充足的 Dunkin Donuts Turbo Hot 咖啡，并尽可能地喝下去。如果客户知道你愿意努力回到正轨，他们可能会更加理解。
Well I have yet to see a development project completed on time and under budget, but this is why you should never accept a fixed-bid contract without a clearly defined goal.
You'll need to inform the customer, but you should also have a talk with your team and see if they're willing to burn some midnight oil to try to catch up. Provide plenty of Dunkin Donuts Turbo Hot coffee and get as caught up as possible. The client will probably be more understanding if they know you are willing to haul ass to try to get back on track.
Well done, you've delivered 85% of the original spec and not yet gone over-budget. Or, if you want to be hard on yourself, you are now ((100/85)-1)x100% over-budget. That's still far from catastrophic.
To recover the situation, figure out your answers to the following questions:
If forced to, can you afford to take the hit, and spend enough of your money to finish the project ?
What value do you attach to future work from this client ?
Can you negotiate follow-on work from this project (sure as eggs is eggs requirements will have changed and what you deliver will prompt thoughts of further work) ?
And, if you can get follow-on work, can you structure the finances so that future payments soften the blow of (possible) losses now ?
This isn't about over-charging in future to offset under-charging in the past, it's about negotiating a better contract for both parties -- one that you are confident you can deliver and make the right amount of profit, and one that the client understands is a good price for a good delivery.
If your clients are sensible I'm sure that they would rather pay 100,000 groats (or whatever your local unit of currency might be) for a product whose quality they can bank on and whose delivery time they can rely on, than 80,000 groats for a product when they know that the delivery work is going to be squeezed for time. However, they may not be sensible and you may have to walk away from the relationship -- but that depends on its value to your company.
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你不会躲在范围蔓延背后——你要为此付出代价！
对任何范围蔓延收费。
从顾客的角度来看，这被称为萨拉米香肠谈判 - 他们只要求再多一小片，然后是另一片 - 接下来你知道的 - 没有萨拉米香肠。
开发人员告诉自己，并且经常错误地告诉客户的开发神话之一是，估计中有足够的填充来吸收新的请求。现在就吸取教训吧，估计中的填充永远不足以吸收哪怕是一个微小的变化。
相反，要学会立即分析和估计新请求的成本，以书面形式提供给客户并在开始之前获得他们的批准。
You don't hide behind scope creep - you charge for it!
Charge for ANY scope creep.
from the Customer's point of view its called salami negotiating - they ask for just one more little slice, then another - next thing you know - no salami.
One of the great myths of development that developers tell themselves and often, mistakenly, the client is that there is enough padding in the estimates to absorb new requests. Learn this lesson now, there is never enough padding in the estimate to absorb even one tiny change.
Instead learn to immediately analyze and estimate the cost of the new request, provide it in writing to the customer and get their approval before starting on it.
真相会让你自由。隐瞒自己没钱的事实只会让最终结果更加复杂。
最好是坦白并尝试找出解决方案。尤其是，正如您所说，您与该客户关系良好。
我确信，如果你指出范围有点扩大，并且要求没有完全概述，他们会来参加聚会并以某种方式与你见面，以支付其余开发人员的费用。我不认为你会得到这一切，但有总比没有好，不是吗？
The truth will set you free. Hiding the fact you are out of money will only compound the final outcome.
It's much better to come clean and try to work out a solution. Especially when, as you say, you have a good relationship with this client.
I'm sure if you point out there has been a little scope creep and that requirements wern't fully outlined that they will come to the party and meet you some of the way to paying for the rest of the dev. You won't get it all I don't think but anything will be better than nothing huh?
嗯，我还没有看到一个开发项目按时且低于预算完成，但这就是为什么你永远不应该接受没有明确目标的固定投标合同。
您需要通知客户，但您还应该与您的团队进行交谈，看看他们是否愿意熬夜赶进度。提供充足的 Dunkin Donuts Turbo Hot 咖啡，并尽可能地喝下去。如果客户知道你愿意努力回到正轨，他们可能会更加理解。
Well I have yet to see a development project completed on time and under budget, but this is why you should never accept a fixed-bid contract without a clearly defined goal.
You'll need to inform the customer, but you should also have a talk with your team and see if they're willing to burn some midnight oil to try to catch up. Provide plenty of Dunkin Donuts Turbo Hot coffee and get as caught up as possible. The client will probably be more understanding if they know you are willing to haul ass to try to get back on track.
干得好，您已经交付了原始规格的 85%，并且尚未超出预算。或者，如果您想对自己严格一点，那么您现在已经超出预算 ((100/85)-1)x100%。这还远未达到灾难性的程度。
为了挽回局面，请找出以下问题的答案：
这并不是为了抵消过去收费不足而在未来收取过多费用，而是为双方谈判一份更好的合同——一份您有信心能够交付并赚取适量利润的合同，一份客户明白良好的交货条件才是良好的价格。
如果您的客户是明智的，我确信他们宁愿支付 100,000 克朗（或任何您当地的货币单位）购买质量可靠、交货时间可靠的产品，也不愿支付 80,000 克朗购买一个产品。当他们知道交付工作的时间将会受到挤压时。然而，他们可能不明智，你可能不得不放弃这种关系——但这取决于它对你公司的价值。
Well done, you've delivered 85% of the original spec and not yet gone over-budget. Or, if you want to be hard on yourself, you are now ((100/85)-1)x100% over-budget. That's still far from catastrophic.
To recover the situation, figure out your answers to the following questions:
This isn't about over-charging in future to offset under-charging in the past, it's about negotiating a better contract for both parties -- one that you are confident you can deliver and make the right amount of profit, and one that the client understands is a good price for a good delivery.
If your clients are sensible I'm sure that they would rather pay 100,000 groats (or whatever your local unit of currency might be) for a product whose quality they can bank on and whose delivery time they can rely on, than 80,000 groats for a product when they know that the delivery work is going to be squeezed for time. However, they may not be sensible and you may have to walk away from the relationship -- but that depends on its value to your company.