Hourly Billing Prevents Growth
In my previous post on How To Prevent Scope Creep, I opined that consultants who bill by the hour do so because they don’t trust their clients. This week, I’ll explain why I bother yaking about hourly billing at all.
In my previous post on How To Prevent Scope Creep, I opined that consultants who bill by the hour do so because they don’t trust their clients. This week, I’ll explain why I bother yaking about hourly billing at all.
In my previous post on value billing, I opined that billing by the hour creates trust fractures in the relationship between client and consultant. This week, I’ll describe how a lack of trust can contribute to scope creep.
My previous post on value billing illustrated that billing software projects by the hour hurts productivity. In this post, I’ll take it one step further by arguing that hourly billing hurts the project itself.
In my previous post on value billing, I explained how I first came to realize that billing for software projects by the hour was fundamentally flawed. In this post, I reveal a paradox which I hope will help illustrate my point.
This post is the first installment in a weekly series on value based billing for software projects as previously described here.
In this post, I’m going to walk you through the real-life situation that made me realize that something was fundamentally wrong with the concept of billing software projects by the hour.