Late reply, so I hope you still see it: Like the other commenter said, it's logical. It's not a managerial disease, it's just inherent to big projects that det

Late reply, so I hope you still see it: Like the other commenter said, it's logical. It's not a managerial disease, it's just inherent to big projects that details are never clear at the start of the project, but clients do want a clear cost projection. What happens is that a scope is agreed upon and so is a price. If the scope increases, so should both the price and the deadline. The client never wants this to happen, because it's their money. The contractor can then do either of three things: - Don't build the feature or remove another feature - Make the client pay for the feature - Lose money on the feature Having a developer or a sales manager or whatever, that can't say no always tends to lead to the third option, which is the one that isn't desirable. Therefore, you need someone to say no, followed by 'unless...'. The big issue with Agile (for a consulting firm) is that this is inherent to the way of work, because in Agile the end result shouldn't be clearly defined, which means endless discussions on scope. Because of this, it's even more important to have developers and project managers who can say no (unless...). This is mostly important for project work. Many consultancy firms also do hourly work, where most of this risk is with the client anyway. Even then, however, you still need to be able to say no sometimes.