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Not 100% correct, the system i am developing is not available on the market as it is espacially designed for Automotive SPICE Projects and + for common project management. The additional features that are requested do not fit in any software that exists (AFAIK).
It's a complex structure that combines Projectmanagement with Projectflows controlled by tasks but measured by "Workproducts" with integrated Riskmanagement and Resourcemanagement + Projecttimes.
Also a Link to a DMS is required to control the "Workproducts" on a Versionbased Level.
If you know a Software that can handle such things let me know!
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HobbyProggy wrote: The additional features that are requested do not fit in any software that exists is available on the market
FTFY 
HobbyProggy wrote: If you know a Software that can handle such things let me know!
Yes, but this specific one isn't for sale.
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Jörgen Andersson wrote: Yes, but this specific one isn't for sale.
You see why i got to dat by hand ?
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Indeed, and 1.5 man years sounds like quite an underestimation to me. Demand a feature freeze, so that you can concentrate on the core functionality.
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HobbyProggy wrote: a complete workspace for everyone with integrated messenger and notification system. Displaying all Vacation, Meetings, Tasks in a fully customizable Shedule
Just tell them to use Google. What else do you need? Calendar, messaging, phone notifications of events...
Marc
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Launch what you have and do bi-weekly sprint meetings. So launch on day 1 and decide on what feature/features to release in two weeks. Then sprint toward those and only those features, leaving your yourself some time to fix bugs and then do it all over again.
Some weeks might not have "features" but might be bug fix weeks. The important thing is that Management, with your input, decides what features are delivered each sprint. If a feature will take multiple sprints that break the feature up into smaller parts.
This helps to avoid the software death march: http://en.wikipedia.org/wiki/Death_march_%28project_management%29[^]
My two cents.
Eric
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First, please admit that you chose a dangerous path. When it comes to buying software vs. writing software, always buy! Unless that is the product you are going to be selling to others.
Second, this is nothing more than feature creep. In managing projects, the most important task is to manage expectations. In order to do this, features have to be labelled as such, and requirements labelled as such. This new calendar piece sounds like a feature and not a requirement. Write it up, push it aside, and move on. Having these ideas are great. Derailing a project for them is not.
At this point, I would reconsider the buy vs. write. Any significant change in the production cost requires reviewing past assumptions about buy vs. write. Review products again that exist and are close to what you need. They may be a lot closer now. The other thing that happens here, is you realize there may be a simpler way to accomplish what you are trying for if you push ahead.
Finally, be agile enough to get a working product in peoples hands as early as possible. This will help you focus on the value proposition (what can I do today that eases the most pain for the users).
Good Luck
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It is simple.
Add every feature they requested to your Story board. Cost the new stories in both time (remember everything always takes longer than you think) and money. Make sure stories have prerequisite stories.
Have a meeting where you display the additional time and the additional money it will all cost. Just be honest.
Example: X feature requires a custom calendar control, two-three weeks . . . just for the Calendar control. Hooking up the calendar control is a different feature. Of course, the Calendar is a prerequisite story to hooking it up.
Then they have the stories, and the time each will take. Let them worry about which ones to play first.
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Big ideas are large in scope and devoid of details. Then everyone has an idea that would make the project so much better. The reality being they just want credit for showing up. Most of the people who have these wonderful ideas have no tech skills thus you have to figure out how to make the damned unlikely (read impossible) work.
"I opened your web app and it doesn't look good on the 600 X 800 resolution."
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Tell them that they have to come up with the charge number. That always puts a huge break on people asking for features in tools.
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And pint is measured in Imperial or US?
Skipper: We'll fix it.
Alex: Fix it? How you gonna fix this?
Skipper: Grit, spit and a whole lotta duct tape.
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Never share your pint with anyone!
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A share pint (two words) would be a very small share in a brewery.
If you have an important point to make, don't try to be subtle or clever. Use a pile driver. Hit the point once. Then come back and hit it again. Then hit it a third time - a tremendous whack.
--Winston Churchill
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Do you realize that you have more than likely brought Nagy out in cold sweats at the thought of sharing his drinks with others.
Every day, thousands of innocent plants are killed by vegetarians.
Help end the violence EAT BACON
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I'm not sure Nagy familiar with the pint (hint: it is too small for him)...
Skipper: We'll fix it.
Alex: Fix it? How you gonna fix this?
Skipper: Grit, spit and a whole lotta duct tape.
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Sharepint is a micrsft platfrm for cllbrative wrk.
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I see that you went for the gallon, straight...
Skipper: We'll fix it.
Alex: Fix it? How you gonna fix this?
Skipper: Grit, spit and a whole lotta duct tape.
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Plzz - U onleee no tht becoz uve seen qstns in QA bout sharepint psted by wkers*
*wkers="Workers" obviously
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kkthxbb 
(suggested as new reporting option)
If the brain were so simple we could understand it, we would be so simple we couldn't. — Lyall Watson
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Kornfeld Eliyahu Peter wrote: And pint is measured in Imperial or US?
Imperial, obviously. 
1 US liquid pint = 0.83 imperial pints - that's just the 'merkins trying to overcharge you for their beer.
"These people looked deep within my soul and assigned me a number based on the order in which I joined."
- Homer
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Richard Deeming wrote: that's just the 'merkins trying to overcharge you for their beer.
Except for the fact that the US pint was the same as the imperial pint until 1824 when the Brits increased the size of the imperial gallon / quart / pint in a last ditch effort to stay relevant. 
Contrary to popular belief, nobody owes you anything.
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Bah! Enough of your logic. More beer! 
"These people looked deep within my soul and assigned me a number based on the order in which I joined."
- Homer
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