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The dominant factor is rarely the technology stack — it remains unclear scope. Every open question in the specification turns into padding in the estimate. A supplier that cannot see the edge cases will assume the worst. Putting two weeks into requirements work frequently cuts the total much more than haggling over hourly rates.

Third-party integrations remain the second big multiplier. A feature that touches only your own data is low risk; the same feature talking to an old accounting system is another matter entirely. The cost lives in the counterparty: undocumented APIs, slow approval cycles, inconsistent data. Ask any vendor to list every external system, because this is the usual source of overruns.

Quality attributes can easily double the budget. A tool used by a small internal team costs far less than the same functionality serving a hundred thousand .net enterprise application development users. Security reviews, uptime targets, performance under load, audit logging and localisation each add weeks of work. State them early or else expect them to arrive later as change requests.

Who actually does the work matters a great deal. An hourly rate says very little on its own: an experienced engineer at twice the price frequently turns out to be less expensive in the end than a pair of junior developers who need supervision and rework. Check too which roles are billed: delivery management, quality assurance, release engineering and design are legitimate costs, but these should be itemised.

The quoted figure is not what you will actually spend. Budget for infrastructure, subscriptions and python consulting services licences, logging and alerting and an ongoing support budget for every year the software runs. A reasonable rule of thumb is that software in active use consumes a recurring percentage of the original budget every year simply to stay current. Leaving it out of the budget remains the most frequent planning error.