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  • Communication Archives - CTO/CIO Perspectives
    by CIOs Some great ideas came out in the article but when it comes to communication see tip 1 below there s always more to say So here goes Communication can always be worked on and improved I was at one company where we did a semiannual employee satisfaction survey Even better the company was admirably dogged about implementing specific measures to address areas of dissatisfaction that emerged from the survey results But in every single survey the number one vote getter was the need to improve intracompany communications no matter what initiatives were spawned to improve them Communication is an ongoing challenge and necessity Read more Tweet Filed Under Anecdotes Communication General By Peter Kretzman 10 Comments Yes we can yes we must the ongoing case for IT Business alignment Tweet How do we IT executives get away from being typecast as technologists unconsulted on core business issues and approaches Face it that s a common situation and dilemma that we all encounter early and often and it s the grist for a constant mill of articles and blog posts and books on business IT alignment Lately though a part of that mill has started insisting that focus on technology should be avoided altogether by what they usually cast as the next generation of CIO So I m going to again be a bit of a contrarian here it s possible for the pendulum to swing too far in the wrong direction I think that we can at times go overboard in our desire to avoid being seen as the geek with the pocket protector Examples some preach outright denial that there might be such a perception problem don t even think of using the terms IT and business they urge and they recommend against ever discussing alignment as a goal Stop referring to the business as something separate they recommend IT is just as much part of the business as anything else Similarly their advice is avoid discussing the technology itself As if a mere shift in language could solve the perception problem and automatically propel the CIO into the inner circle of decision makers Here s the gist of how I see it though in many I daresay most companies the path of IT from high priesthood to strategic key playerdom has not really been fully traversed in other words greater alignment IS still needed of IT with the business Read more Tweet Filed Under Anecdotes Communication General Stakeholders Strategy Tagged With business alignment IT IT governance project portfolio management Stakeholders By Peter Kretzman 11 Comments IT transparency is good But how transparent should you be Tweet A few years back I had an extremely surprising and unpleasant experience as CTO The director of my Program Management Office ran a weekly status meeting for project stakeholders where we d all methodically go through the current project portfolio in order to communicate on issues gather necessary feedback and align everyone s expectations I typically attended in order to

    Original URL path: http://www.peterkretzman.com/category/communication/ (2016-04-28)
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  • General Archives - CTO/CIO Perspectives
    case against NoEstimates in three different lights from a common sense standpoint from the perspective of the solid reasons why estimates are useful and by examining the various frequent talking points used by NoEstimates advocates Looked at from any of these angles NoEstimates comes up way short on both its core ideas and business practicality Aside from these issues of substance let s look briefly at the behavior of the NoEstimates proponents Blunt as it may be here s my summary of the behaviors I ve seen across most NoEstimates posts and tweets Presenting and repeating via redundant tweets month after month fallacy riddled arguments consisting primarily of anecdotal horror stories jibes at evil management snide cartoons and vague declarations that there are better ways Providing little or no detail or concrete proposals on their approach relying for literally years now on stating that we re just exploring or there are better ways Consistently dodging substantive engagement with critics and at times openly questioning whether critics should even have a voice in the discussion If NoEstimates avoids engaging actively in the marketplace of ideas and debate why should their arguments be taken seriously Real progress in understanding any controversial topic requires we do more than state and restate our own views but actually engage with those who disagree Continuing to use discredited examples and statistics or even blatant misrepresentation of the stated views of recognized authorities to help prove their case Frequent use of epithets to describe NoEstimates critics trolls liars morons box of rocks and more I pointed out in my introduction that the lofty claims of the NoEstimates movement essentially that software development can and should be an exception to the natural useful and pervasive use of estimates in every other walk of life carry a heavy burden of proof Not only have they failed to meet that burden they ve barely attempted to at least not the way that most people normally set about justifying a specific stance on anything But aside from style let s return to the substance of the issue Here s my take as backed by specific examples over the course of these blog posts estimates are an important part of the process of collaboratively setting reasonable targets goals commitments Indeed whether estimates are explicit or implicit they re a reality I see them as an unavoidable and indispensable factor in business Read more Tweet Filed Under Estimating General Industry trends Process By Peter Kretzman 7 Comments The case against NoEstimates part 3 NoEstimates arguments and their weaknesses Tweet I ve spent the last two blog posts introducing the NoEstimates movement first discussing what it appears to espouse and presenting some initial reasons why I reject it I then covered the many solid reasons why it makes sense to use estimates in software development This time let s go through in detail the various arguments put forward commonly by the NoEstimates advocates in their opposition to estimates and in their explanation of their approach Full disclosure I ve attempted to include the major NoEstimates arguments but this won t be a balanced presentation by any means I find these arguments all seriously flawed and I ll explain why in each case Here we go point by point Estimates aren t accurate and can t be established with certainty Let s use Ron Jeffries statement as an example of this stance Estimates are difficult When requirements are vague and it seems that they always are then the best conceivable estimates would also be very vague Accurate estimation becomes essentially impossible Even with clear requirements and it seems that they never are it is still almost impossible to know how long something will take because we ve never done it before But accurate is simply the wrong standard to apply to estimates It d be great if they could be totally accurate but it should be understood at all times that by nature they probably are not They are merely a team s best shot using the best knowledge available at the time and they re used to establish an initial meaningful plan that can be monitored and adjusted moving forward They re a tool not an outcome As such the benefits of estimates and their contributions to the planning and tracking process exist even without them being strictly accurate per se These benefits were itemized in my last post Estimates can t predict the future Knowing the future precisely isn t what estimating is about actually It s a misunderstanding and a disservice to think it is Here s why Read more Tweet Filed Under Estimating General Industry trends Process By Peter Kretzman Leave a Comment The case against NoEstimates part 1 introduction and common sense Tweet In the immortal words of Pogo we have met the enemy and he is us The long held stereotype of IT portrays us as uncooperative unable to integrate socially always arguing over nits and deeply intractably immersed in our own tunnel vision and parochial perspective That stereotype has held us back as individuals and as a profession it s actually one root cause for the oft lamented situation of the CIO needing a seat at the executive table and not getting it Now a whole movement has arisen that unfortunately reinforces that negative perception of IT people a movement that coalesces around the Twitter hashtag NoEstimates all movements need a Twitter hashtag now it appears It started with long screeds about how inaccurate estimates are for software development they re nothing more than guesses there is nothing about them that makes them necessary or even beneficial to the actual creation of software They re a wasteful and deceptive practice lies and needing them is even comparable to how heroin users need their heroin You can t predict the future these estimate detractors insist The NoEstimates rhetoric has become increasingly harsh and replete with drastic imagery estimates are a game of fools an inherited disease for the industry

    Original URL path: http://www.peterkretzman.com/category/general/ (2016-04-28)
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  • People Archives - CTO/CIO Perspectives
    others They serve as cautions to me of leadership potentially gone awry So let s talk about what they show The bear and the hedgehog Vielleicht kannst du auch mal was machen The first is a decades old cartoon taken from a German calendar preserved from the years I lived in Berlin Two animals are playing on a seesaw One is huge and bear like the other a small critter like a hedgehog As you d expect the bear outweighs the hedgehog who dangles on the high end of the seesaw The large one says to the small one Now make yourself heavy The little one says OK and voilà the next panel shows the seesaw reversed contrary to gravity and logic where the hedgehog is now outweighing the bear The bear says You see It really does work Now make yourself light again Whereupon the hedgehog quietly retorts How about you doing something once in a while Read more Tweet Filed Under Communication Humor People Personal Pillars of Purview Role definition By Peter Kretzman Leave a Comment More astounding IT utterances Tweet A few months back I wrote a post on various Astounding Sayings that I ve encountered in my career in information technology It turns out that it s been one of the more popular posts I ve written judging from page views so in true Hollywood fashion it must be time for a sequel I am retitling it slightly though to distinguish it from the Peterisms I post from time to time The point of writing about the astounding sayings was that they usually reflect misguided energy or to put it bluntly wrong headed thinking the point of the Peterisms on the other hand is to distill and communicate absolute undeniable sublime truth and wisdom at every possible turn Hopefully it s unnecessary but just in case insert smiley face here Hence I m now going to call these non truthful unwise sayings astounding utterances instead Here are two more such utterances with moral of the story observations for each Note as before these are true stories I may have changed some of the facts lightly to make them less identifiable They also always come from at least several years in the past to provide a healthy amount of distance for everyone Read more Tweet Filed Under Anecdotes People Personal Pillars of Purview By Peter Kretzman 1 Comment Optimism resilience stamina the make up of the CTO CIO Tweet Here s a disquieting little secret that few of us ever really acknowledge maybe because it s rather painful and also an unavoidable part of the fabric of our existence in IT I don t know how to say it more eloquently or less bluntly so here goes being in information technology is hard In our day to day dealings with stakeholders with end users with management even within our own ranks it s common to hear some pretty discouraging and recurring things voiced either explicitly or implicitly

    Original URL path: http://www.peterkretzman.com/category/pillars-of-purview/people/ (2016-04-28)
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  • Process Archives - CTO/CIO Perspectives
    Peter Kretzman 7 Comments The case against NoEstimates part 3 NoEstimates arguments and their weaknesses Tweet I ve spent the last two blog posts introducing the NoEstimates movement first discussing what it appears to espouse and presenting some initial reasons why I reject it I then covered the many solid reasons why it makes sense to use estimates in software development This time let s go through in detail the various arguments put forward commonly by the NoEstimates advocates in their opposition to estimates and in their explanation of their approach Full disclosure I ve attempted to include the major NoEstimates arguments but this won t be a balanced presentation by any means I find these arguments all seriously flawed and I ll explain why in each case Here we go point by point Estimates aren t accurate and can t be established with certainty Let s use Ron Jeffries statement as an example of this stance Estimates are difficult When requirements are vague and it seems that they always are then the best conceivable estimates would also be very vague Accurate estimation becomes essentially impossible Even with clear requirements and it seems that they never are it is still almost impossible to know how long something will take because we ve never done it before But accurate is simply the wrong standard to apply to estimates It d be great if they could be totally accurate but it should be understood at all times that by nature they probably are not They are merely a team s best shot using the best knowledge available at the time and they re used to establish an initial meaningful plan that can be monitored and adjusted moving forward They re a tool not an outcome As such the benefits of estimates and their contributions to the planning and tracking process exist even without them being strictly accurate per se These benefits were itemized in my last post Estimates can t predict the future Knowing the future precisely isn t what estimating is about actually It s a misunderstanding and a disservice to think it is Here s why Read more Tweet Filed Under Estimating General Industry trends Process By Peter Kretzman 5 Comments The case against NoEstimates part 2 why estimates matter Tweet Last time I provided an introduction to a very odd and very vocal recent movement known as NoEstimates which seeks ways to reduce or eliminate the use of estimates in software development I started off my discussion of it by going through some basic common sense business reasons to reject it Those reasons for rejection boiled down to estimates are flat out natural ubiquitous and unavoidable in practical life and in business expressing general reluctance to do them unfortunately reinforces the often negative perception of IT people as aloof uncooperative and unsavvy about business imperatives Let s look now at the many other solid reasons to keep estimates in the software development and project management toolbox Estimates help in project selection over a wider time frame and they assist in filling in a project portfolio evenly to align with overall team company capacity Specifically companies often need to determine which projects to sink time and company resources into e g needing to pick just three out of a list of fifteen proposed projects for a given time period This is a common and recurring dilemma in every company I ve ever worked at where demand for various business functionality always exceeds the supply of resources to fulfill it In such a ubiquitous scenario what makes anyone think that the anticipated cost and duration for delivering each potential project should not figure into the decision process that selects the vital few from among the many choices Why would you possibly rule out considering those factors to the best of your ability Yes of course they should be weighed along with value risk and other factors but cost and schedule will always be among the key considerations to juggle You re thinking that assessing probable cost and schedule can t be done because you re uncomfortable with uncertainty and perhaps you might get it wrong I m going to be blunt then you re not ready to play strategically in the business arena Estimates reduce overreliance on experimenting with red herring projects Nothing is wrong with selective and judicious experimentation on a small scale focused on learning and adjusting but the universal NoEstimates answer to the project selection conundrum is to just start Well simply as a practical matter you can t just start 15 different projects as an experiment and gather enough useful consistent information on all of them to feed into your decision meaningfully Even if you could and did you d still have to use your gut i e you d have to estimate based on what that information is telling you since very few of the unknowns associated with each of the potential projects would have been eliminated via the short experiment The NoEstimates panacea of story slicing doesn t help you here at this up front stage unless and even if you story slice the entire project which would be BDUF unknowns will almost certainly continue to lurk in your backlog some big some small There s simply no way around it at some point if you want to choose purposefully among competing options of similar value you have to take a shot at determining what each project is likely to take cost schedule dependencies despite imperfect information You don t like it that there s a possibility that you might get it wrong and pick the wrong projects Bluntly again then you re not ready to play strategically in the business arena Read more Tweet Filed Under Estimating Industry trends Process By Peter Kretzman Leave a Comment The case against NoEstimates part 1 introduction and common sense Tweet In the immortal words of Pogo we have met the enemy and he is us The long

    Original URL path: http://www.peterkretzman.com/category/pillars-of-purview/process/ (2016-04-28)
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  • Stakeholders Archives - CTO/CIO Perspectives
    with invoking basic common sense about life and business Read more Tweet Filed Under Estimating General Industry trends Process Stakeholders Top 25 posts By Peter Kretzman 5 Comments Towards a more balanced list of content about NoEstimates Tweet Both my readers will have noticed there s been a fairly large gap between my posts here as life picnic lightning and all that has intervened Like J D Salinger however I have continued writing drafts on various topics and I plan to post more in the coming months My past posts here have often delved into a favorite theme of mine that IT people tend to go to extremes often rejecting something useful an approach a technology a tool simply because it has downsides Such rejection is at times emotional and even self righteous we can get so caught up in it that we fail to look at a topic at all evenhandedly let alone dispassionately No better case example along these lines has come along in the past year than the active and contentious NoEstimates debate on Twitter and in the blogosphere I ll have a much more detailed post soon about my objections to the NoEstimates approach overall full disclosure I m one of its most vocal critics but right now let s focus on one aspect of the relentless advocacy I see in the hashtag s proponents its lack of evenhandedness Specifically proponents of NoEstimates insist repeatedly and proudly that they re exploring recently one major advocate tweeted out a call for links to posts about the topic I m gathering links to NoEstimates content so that these could be collected and posted Yet it turned out that only posts advocating one side of the issue would be included even though the resulting list of links was then touted to people who might be interested in exploring some ideas about NoEstimates When challenged on this dubious interpretation of the meaning of exploring the advocate then defiantly attached a disclaimer Warning There are no links to Estimate driven posts In short making the exploration balanced wasn t even remotely his goal Advocates can use their own blog for whatever purposes they want of course Yet there s an interesting split going on here staunchly claiming to be exploring while rejecting the inclusion of any summarizing or critical posts and then sneeringly labeling all such posts as estimate driven There couldn t be a clearer case study of IT black and white ism them vs us Explore all you want this behavior says as long as you re doing it on my side of the issue and on my terms What there s a post that attempts to summarize both sides of the argument Not interested Read more Tweet Filed Under Estimating General Industry trends Process Recommended reading Stakeholders By Peter Kretzman Leave a Comment CMO outspending the CIO on technology so what Here s what Tweet Rarely do I write targeted responses to specific blog posts but last week a CMO related article crossed my screen that I think is both representative of many people s attitudes and enormously flawed in its assumptions logic and conclusions Esmeralda Swartz writing for ReadWrite com titularly opines the following So What If Chief Marketing Officers Outspend CIOs On Enterprise Tech Even more grandiosely the post s subtitle is Isn t it possible that a technology buying process driven by marketers instead of technologists will make things better Well I suppose I should allow that anything might be possible but no not by the unconvincing yet not atypical line of argument Swartz pursues and not when you consider standard business realities Here are a few representative quotes related to the backbone of her argument namely that buying technology is like buying a new car Let s look at an everyday example Prior to investing large sums of money in a new car few people feel the need to master the inner workings of the internal combustion engine Despite all this blindness for the most part what we buy doesn t let us down Ultimately we ve got a problem that buying a car solves so we buy a car Buying software wait for it simply because it threatened to get the job done will likely ruffle some feathers Here s the thing though IT systems are not cars Read more Tweet Filed Under Industry trends Role definition Stakeholders Top 25 posts By Peter Kretzman 10 Comments No IT projects A practical take Tweet If you follow the news it s quite clear that we re in the silly season of politics that time when people eagerly grab hold of any questionable statement of their opponent and use it to extrapolate rank incompetence or dastardly intentions or worse Language is frequently quoted out of context definitions become blurred things get inappropriately juxtaposed We ve all seen it That s why they call it silly season And that behavior isn t just true of politics but also can appear in normal business life on Twitter and often in IT matters as well When I run across items I disagree with though I try to remember that rather than expressing categorical disagreement let alone outrage it s far more useful to look first for common ground then aim to identify the areas of contention or difference in perspective That struck me recently when I read Todd Williams BackFromRed recent blog post with the title Stop All IT Projects and recalled that another esteemed colleague Steve Romero itgEvangelist has expressed views along the same lines Todd and Steve are both smart experienced IT professionals whom I highly respect In Todd s case we ve met in person in Steve s we ve exchanged numerous emails and blog posts over recent years Both of them unquestionably get it when it comes to IT matters I generally agree with what they post or tweet they ve each written books that I recommend to others In fact I even agree

    Original URL path: http://www.peterkretzman.com/category/stakeholders/ (2016-04-28)
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  • IT and baseball: no silver heuristics - CTO/CIO Perspectives
    software development In complex situations requiring judgment and uncertainty there aren t easy shortcuts or silver bullets Judgment calls require well judgment There aren t many ways if any to avoid putting yourself on the line But there are most certainly ways of deluding yourself that you can escape accountability for judgment calls by using some kind of pseudo automatic paint by numbers approach It s once again the seductive lure of the oh so easy answer the no muss no fuss heuristic But a heuristic at least in most cases just isn t sufficient as a replacement for judgment amid complexity you don t get something for nothing Insistence on the efficacy of a heuristic can often serve as an example of what H L Mencken famously said there is always a well known solution to every human problem neat plausible and wrong NoEstimates advocates who I ve observed quite often gravitate to selective redefinitions of basic words and concepts to support their arguments might insist that the fielder trying to catch the ball is assessing various factors not really estimating But that s mincing words the fielder is most definitely amassing even if implicitly instinctively a series of judgments and weighing possible reactions based on both new data and historical knowledge of the situation judgments that will figure into the many decisions that she has to begin executing immediately She is constantly tuning and modifying those judgments as the play transpires she may suddenly decide to dive for the ball or recognizing that making the catch is unlikely to pull back so the ball can drop in front of her and she can then be sure to hold the runner to a single She is in fact estimating in an uncertain complex situation juggling cost benefit impact risk Because after all that recurring pattern of assessment decision action and adjustment is really all that estimating actually is Think about when someone says the outfielder misjudged the fly ball no it isn t the case that the outfielder somehow failed to apply a heuristic Rather the outfielder failed to estimate appropriately at the start and or failed to adjust her original estimates well enough to make the catch And do note that there s little chance of that outfielder making the catch at all if she decides that it s useless in general to engage in all those complicated acts of estimating I ve enumerated based on someone having told her that the heuristic is all she needs It should be clear by now other than in the brevity of the time span involved the process of catching a fly ball has numerous parallels to building software to achieve a functional goal In software development you re a professional who s done this many hundreds or thousands of times before faced with a new request you make dozens of hourly judgment calls and trade offs as you explore design and start to build what s needed You decide based

    Original URL path: http://www.peterkretzman.com/2015/10/28/it-and-baseball-no-silver-heuristics/ (2016-04-28)
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  • Lazy thinking: IT shibboleths, sloganeering, and sacred cows - CTO/CIO Perspectives
    s a whole set of magic incantations that I see get trotted out in IT circles as a way to win arguments without the awkward and risky messiness of actually having to support one s viewpoint with anything much more concrete than the incantation itself Most commonly these IT magic incantations take the form of bugaboos tools processes and perspectives that are somehow loftily deemed to represent much that is wrong with our industry The list is long of the IT incantational bugaboos currently in vogue and responsible for justifying this kind of sloppy thinking muda waterfall command and control fixed mindset Theory X Taylorism that s a smell you re not open minded Let s look at a couple of these in depth then a few more in passing Muda At one client a few years back I saw an internal operations IT person strongly resist providing some necessary input for an internal IT audit simply by shrugging that the effort seemed to him to be muda Without bothering to think through the actual business need he had grasped onto a slogan that gave him or so he believed an ironclad facile excuse to reject something that in truth he just didn t feel like doing Alas No MUDA often becomes some folks loud and selectively applied battle cry about the less fun parts of their jobs Or as Gene Hughson put it Some people latch on to ideas that tell them they shouldn t have to do things they don t like to do Responsibility however sometimes requires us to do things we don t like to do Not Agile I m hardly the first to note that Agile which of course has so much to recommend it unfortunately has often become a sloganized rationalization in and of itself Various IT stances or situations are often met on Twitter with the simple minded and full retort of not agile I don t know what such a response really even means or why such responders believe it to be a mic dropping argument ender it seems that it is often little more than a knee jerk substitute for I don t like that More extensively but in a similar vein of black and white ism in a particularly glaring use of self referential and self righteous quasi scriptural devoteeism we re told that all you need to do is read the Scrum Guide and the Agile Manifesto to figure out if you are taking an Agile approach to building software Let s list just a few more examples of wannabe mic drops i e sloganeering black and white responses to IT discussions often substituting for actual thought and discourse Waterfall that seems 100 waterfall to me Open minded in response to a disagreement how about keeping an open mind Command and control said mockingly I am here to command and control I will ask for estimates Fixed mindset fixed mindset vs growth mindset Theory X Way too Theory X

    Original URL path: http://www.peterkretzman.com/2015/10/21/lazy-thinking-it-shibboleths-sloganeering-and-sacred-cows/ (2016-04-28)
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  • Estimating Archives - CTO/CIO Perspectives
    I ve ever worked at where demand for various business functionality always exceeds the supply of resources to fulfill it In such a ubiquitous scenario what makes anyone think that the anticipated cost and duration for delivering each potential project should not figure into the decision process that selects the vital few from among the many choices Why would you possibly rule out considering those factors to the best of your ability Yes of course they should be weighed along with value risk and other factors but cost and schedule will always be among the key considerations to juggle You re thinking that assessing probable cost and schedule can t be done because you re uncomfortable with uncertainty and perhaps you might get it wrong I m going to be blunt then you re not ready to play strategically in the business arena Estimates reduce overreliance on experimenting with red herring projects Nothing is wrong with selective and judicious experimentation on a small scale focused on learning and adjusting but the universal NoEstimates answer to the project selection conundrum is to just start Well simply as a practical matter you can t just start 15 different projects as an experiment and gather enough useful consistent information on all of them to feed into your decision meaningfully Even if you could and did you d still have to use your gut i e you d have to estimate based on what that information is telling you since very few of the unknowns associated with each of the potential projects would have been eliminated via the short experiment The NoEstimates panacea of story slicing doesn t help you here at this up front stage unless and even if you story slice the entire project which would be BDUF unknowns will almost certainly continue to lurk in your backlog some big some small There s simply no way around it at some point if you want to choose purposefully among competing options of similar value you have to take a shot at determining what each project is likely to take cost schedule dependencies despite imperfect information You don t like it that there s a possibility that you might get it wrong and pick the wrong projects Bluntly again then you re not ready to play strategically in the business arena Read more Tweet Filed Under Estimating Industry trends Process By Peter Kretzman Leave a Comment The case against NoEstimates part 1 introduction and common sense Tweet In the immortal words of Pogo we have met the enemy and he is us The long held stereotype of IT portrays us as uncooperative unable to integrate socially always arguing over nits and deeply intractably immersed in our own tunnel vision and parochial perspective That stereotype has held us back as individuals and as a profession it s actually one root cause for the oft lamented situation of the CIO needing a seat at the executive table and not getting it Now a whole movement has arisen that unfortunately reinforces that negative perception of IT people a movement that coalesces around the Twitter hashtag NoEstimates all movements need a Twitter hashtag now it appears It started with long screeds about how inaccurate estimates are for software development they re nothing more than guesses there is nothing about them that makes them necessary or even beneficial to the actual creation of software They re a wasteful and deceptive practice lies and needing them is even comparable to how heroin users need their heroin You can t predict the future these estimate detractors insist The NoEstimates rhetoric has become increasingly harsh and replete with drastic imagery estimates are a game of fools an inherited disease for the industry we predict like gypsy ladies In what seems at times to be some kind of top the previous hyperbole competition estimates have even been referred to as management by violence This sort of overreaction this IT resistance to estimates isn t really wholly new of course More than once I ve watched in horror as an IT person earnestly explained to a company s senior management how predicting systems delivery is so very difficult and so very filled with uncertainty justifying how for example they couldn t possibly commit to having a system deployed in a particular quarter One time I witnessed the VP of Sales in particular having zero patience with that Hey I get asked to set my sales quotas way in advance based on my best professional judgment what makes you folks in IT think that you should be an exception Business runs on goals and commitments and on the best judgment estimates that help create those goals and commitments And everyone in the room seems to understand that except IT Setting achievable concrete goals is healthy in business and in life Making solid reasonable commitments is healthy Taking responsibility for meeting one s commitments all or at least most of the time is natural and should be encouraged And if you re perceived as constantly wailing that you re different and special in fact so special that you believe you can t really be expected to state when you ll be done That s a non starter This blog post is an introduction to how some IT practitioners have been pulled in by the seductive but ultimately wrongheaded NoEstimates claims and what the resulting implications are for our industry What s NoEstimates about Well its proponents are actually quite slippery on providing any solid definition reflexively pushing back whenever anyone tries to summarize it for them and they often prefer to vaguely say it s just a hashtag for a concept about alternatives to estimates and how they might help make better decisions However it seems to boil down to a virulent and unshakable base conviction that estimates are utterly horrible for all the reasons stated above and more Using estimates allegedly leads to chronic abuse of developers by management cements inflexibility into projects and

    Original URL path: http://www.peterkretzman.com/category/estimating/ (2016-04-28)
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