Yep. I recently had to convince management to let us fix a legacy CloudFormation template that was brushing right up against the AWS resource limit for a single stack (which also means it was WAY over the recommended limit for a production stack). It had been causing CFN to occasionally choke on a deployment for over a year, and it was just a matter of time before we either added the resource that pushed us over the hard limit, or CFN choked on a deployment and failed to roll back to the last good state.

The director of my department kept asking, "But do we HAVE to do this now?", so my final answer was this:

"Do we _have_ to? No, but it's like a bridge. Bridges have an expected lifespan when they're built, and they're supposed to be torn down and rebuilt after that. It's not a HARD limit, though. The bridge doesn't immediately collapse the day after its lifespan, but there are fault accumulating. Metal fatigue, erosion of support material, and other things. Commuters can't tell the bridge is past its lifespan, and they'll continue crossing it every day without issue. And then one day the issues will accumulate to the point that the bridge fails and people DIE. That's the situation we're in with this stack. It will continue to function just fine until the day it doesn't, and on that day I won't be able to tell you how quickly we'll be able to recover the application stack, if at all."

That FINALLY got through to him.

And they’ll ask for the probability of these outcomes to find the expected cost. And you’ll struggle to give one without heavy caveats, and thereby lose perceived credibility.

Honestly, in traditional engineering firms it’s not the job of the mechanical engineer to quantify risks monetarily, and it shouldn’t be in IT either. It’s other people’s job to turn "without urgent repairs, we’ll have to put severe tonnage limits on this bridge or close it altogether or risk collapse" to the cost of inaction in terms of economic loss.