Who Needs An Estimate?
A Panel Discussion

Matt Heusser
David Hoppe
Steve “Steve” Rogalsky
And Angela “Do no” Harms

Agile...
The ‘why’ of estimates
What are estimates for?
Having asked the question “why do you estimates?” over and over again, I Ig...
An example
Let’s do an estimate!

Quick --Estimate, in inches, the:
Quick Estimate, in inches, the:
--Height of your foot
...
Our Definition of an estimate

• A technical contributor
• ...taking time from work
• ...to provide hours and dates
• ...t...
Introducing Our Panelists

Matt Heusser
Steve Rogalsky

Each particpant gets up to 22minutes to introduce themselves. Afte...
Where to go for more

Just a google search away:
Woody Zuill - No Estimates
Arlo Belshee - Naked Planning
‘No Estimates’ i...
Where to go for more

Just a google search away:
Woody Zuill - No Estimates
Arlo Belshee - Naked Planning
‘No Estimates’ i...
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Who needs an estimate

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A few slides for a panel discussion on beyond software estimates, presented at Agile & Beyond, February 22nd, 2014

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Who needs an estimate

  1. 1. Who Needs An Estimate? A Panel Discussion Matt Heusser David Hoppe Steve “Steve” Rogalsky And Angela “Do no” Harms Agile And Beyond – February, 2014 Dearborn, MI
  2. 2. The ‘why’ of estimates What are estimates for? Having asked the question “why do you estimates?” over and over again, I Iget answers that usually fit into Having asked the question “why do you estimates?” over and over again, get answers that usually fit into these four categories: these four categories: A) Schedule Control. We need to have this done by may 1st to avoid bit penalties from the government. A) Schedule Control. We need to have this done by may 1st to avoid bit penalties from the government. B) Cost Control. IfIfthis costs us more than $5 million, ititisn't worth doing. B) Cost Control. this costs us more than $5 million, isn't worth doing. C) Comparison Shopping. I Icould do project XXor project Y - -which should I Ido? Or is ProjectX even worth it? C) Comparison Shopping. could do project or project Y which should do? Or is ProjectX even worth it? D) Governance. We want to make sure the company is investing its time/money 'well.' D) Governance. We want to make sure the company is investing its time/money 'well.' • Schedule Control Having just done an Having just done an • Cost Control • Comparison Shopping • Governance 2 6 7 6 7
  3. 3. An example Let’s do an estimate! Quick --Estimate, in inches, the: Quick Estimate, in inches, the: --Height of your foot Height of your foot --Distance from the top of your foot to your knee Distance from the top of your foot to your knee --Distance from the top of the knee to the belt Distance from the top of the knee to the belt --Distance from the belt to under-arms Distance from the belt to under-arms --Distance from under-arms to chin Distance from under-arms to chin --Distance from chin to top of head Distance from chin to top of head Add them up. Were you right? Add them up. Were you right? This is called functional decomposition. It is the simplest of estimation stratgies. Now how’d This is called functional decomposition. It is the simplest of estimation stratgies. Now how’d you do? you do? We have you add up six known, unchanging things, and we were off by aalot. Can we all We have you add up six known, unchanging things, and we were off by lot. Can we all agree that technical estimates, more often than not, provide bad information that is agree that technical estimates, more often than not, provide bad information that is susceptible to games ands manipulation? susceptible to games ands manipulation? 3 6 7 6 7
  4. 4. Our Definition of an estimate • A technical contributor • ...taking time from work • ...to provide hours and dates • ...to predict the schedule This is our definition of an estimate. This is our definition of an estimate. #NoEstimates, then, recognizes that time spend estimating could be spend on #NoEstimates, then, recognizes that time spend estimating could be spend on delivery --code, analysis, tests. delivery code, analysis, tests. Not only that, but Estimates often fail to live up to their promises --they don’t do Not only that, but Estimates often fail to live up to their promises they don’t do the things we listed in the previous slide, or do them so poorly that they offer no the things we listed in the previous slide, or do them so poorly that they offer no additional value. additional value. 4 6 7 6 7
  5. 5. Introducing Our Panelists Matt Heusser Steve Rogalsky Each particpant gets up to 22minutes to introduce themselves. After that, we’ll switch Each particpant gets up to minutes to introduce themselves. After that, we’ll switch the URL to: the URL to: David Hoppe http://shamblespad.com/p/NoEstimates http://shamblespad.com/p/NoEstimates take questions take questions vote vote sort sort and answer! and answer! Angela Harms 5 6 7 6 7
  6. 6. Where to go for more Just a google search away: Woody Zuill - No Estimates Arlo Belshee - Naked Planning ‘No Estimates’ in Action: 5 ways to rethink Software Projects 6 6 7 6 7 How to Move Beyond Project Estimates and Provide Better Value
  7. 7. Where to go for more Just a google search away: Woody Zuill - No Estimates Arlo Belshee - Naked Planning ‘No Estimates’ in Action: 5 ways to rethink Software Projects 6 6 7 6 7 How to Move Beyond Project Estimates and Provide Better Value
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