What did you learn from a time when you ran over budget for a program?

Question

Anonymous · Accepted Answer

As a TPM, I understand the budgeting and pricing and know that resources are
budgeted per hour. In my early days as a TPM , In my previous instance where we
encountered challenges with migration from on premise on on cloud services, the
extension in projects timeline had a financial implication as the human resource
budget accounted for the initial project timelines. We therefore went over
budget with over 80 hours for each team member. From this experience, I learnt
that at project inception, as a TPM, I should have a buffer budget for risks
associated with program delays due to unforeseen circumstances. From that
program going forward, I made sure to incorporate that in the initial budget.

Anonymous · Answer

Situation:

"I was leading a program to optimize our production workflow. We ran into a
critical issue where inconsistent retail pricing was showing up across different
channels for a major sales event. This had the potential to confuse customers
and negatively impact our brand."

Task & Action:

"Recognizing the urgency, I immediately assembled a cross-functional team and
developed a project plan to identify the root cause and implement solutions. We
initially focused on the retail pricing problem, but discovered a broader issue
with inconsistent product data across multiple areas.

To tackle this expanded scope, I brought in additional resources like data
analysts and engineers. While this decision strained our budget, I felt it was
crucial to address the root problem to prevent similar issues in the future. I
communicated the changes in scope and associated costs transparently to
stakeholders, ensuring everyone understood the rationale behind the decision."

Result & Learnings:

"Ultimately, we successfully resolved the pricing discrepancies and implemented
a more robust data validation process to prevent future errors.  The project
took longer and cost more than initially planned, but the long-term benefits to
customer trust and operational efficiency far outweighed the short-term
budgetary impact.

This experience taught me the importance of thorough initial scoping, but also
the need to be adaptable when unexpected issues arise.  I learned to be more
proactive in uncovering potential risks and to build in contingency plans from
the start. I also became more skilled at communicating changes in scope and
budget to stakeholders, ensuring alignment and buy-in throughout the project."

Relevance to Amazon:

"In the Amazon Program Manager role, I believe these learnings would be
invaluable. My ability to pivot quickly, manage resources effectively, and
communicate transparently would help me deliver successful projects even in the
face of unexpected challenges. The experience also reinforced my commitment to
data integrity and customer-centric solutions, which align perfectly with
Amazon's core values."

Anonymous · Answer

We maintained the document inventory in the excel file. The file became slow as
lot of meta data was added with time. Since there was no plan of dashboard we
had no budget for it. I went ahead and got a basic dashboard built. The Qlik
dashboard was interactive where the customer could easily download reports and
present a real time status to the leadership team. Also, taking data driven
decisions were easy. As dashboard was connected to document management system.
Any discrepancy was caught immediately and corrective measures were taken.
Though budget didn't allow customer was satisfied with the end result. I learnt
that some buffer amount can be kept for customer delight or to manage the risk

What did you learn from a time when you ran over budget for a program?

Answers