Estimating software development often produces more angst than value, but it doesn't have to. Identify the needs behind estimate requests and determine how to meet those needs simply and easily. Choose estimation techniques based on current needs and available information, gaining benefit while reducing cost and effort. Detect bad assumptions that might sink your project if you don't adjust your plans. Discover what to do when an estimate is wrong, how to recover, and how to use that knowledge for future planning. Learn to communicate about estimates in a healthy and productive way, maximizing advantage to the organization and minimizing damage to the people.
In a world where most developers hate estimation and most managers fear disappointment with the results, there is hope for both. It requires giving up some widely held misconceptions. Let go of the notion that "an estimate is an estimate" and estimate for the particular need you, and your organization, have. Realize that estimates have a limited shelf-life, and reestimate frequently if it's important. When reality differs from your estimate, don't lament; mine that disappointment for the gold that can be the longer-term jackpot.
Estimate in comparison to past experience, by modeling the work mathematically, or a hybrid of both. Learn strategies for effective decomposition of work and aspects of the work that likely affect your estimates. Hedge your bets by comparing the results of different approaches. Find out what to do when an estimate proves wrong. And they will. They're estimates, after all. You'll discover that you can use estimates to warn you of danger so you can take appropriate action in time. Learn some crucial techniques to understand and communicate with those who need to understand.
Address both the technical and sociological aspects of estimation, and you'll help your organization achieve its desired goals with less drama and more benefit.
What You Need:
No software needed, just your past experience and concern for the outcomes.
Author(s): George Dinwiddie
Edition: 1
Publisher: Pragmatic Bookshelf
Year: 2020
Language: English
Commentary: True PDF
Pages: 248
City: Raleigh, NC
Tags: Management; Budgeting; Software Development Life Cycle; User Stories
Cover
Table of Contents
Acknowledgements
Introduction
Benefit of Headlights
Beyond Story Points and Planning Poker
Definitions
Who This Book Is For
Goal of This Book
What’s in This Book
Conventions Used
Now It’s Your Turn
1. Starting Something New
When You’re Asked to Estimate Something New
Case: Developing a Fixed-Price Bid
Case: Is This Worth Starting?
Case: Can We Make This Work?
Case: What Should We Budget?
Case: Which of These Should We Choose?
Case: A Mixture of Questions
Stepping Back for a Broader View
Now It’s Your Turn
2. Comparison-Based Estimation
Comparison to Past Experience
Memory vs. Recorded Data
Aspects to Compare
Gestalt Estimation
Decomposition
Estimating the Unknown
Stepping Back for a Broader View
Now It’s Your Turn
3. Decomposition for Estimation
Which Way to Slice?
Decomposing by Phase
Decomposing by Implementation
Decomposing by Functionality
User Stories
Decomposition Decisions
A Large Number of Small Parts
A Small Number of Large Parts
Affinity Estimation
Ordering the Parts
Multi-Level Decomposition
Comparing Big Items with Small Ones
Decomposition Gotchas
Stepping Back for a Broader View
Now It’s Your Turn
4. Checking Progress
Getting Things Done
Detecting Progress
What to Measure
Visualizing Progress
Showing Value for the Money
Efficiency and Effectiveness
Optimization
Are We Going Fast Enough?
Pushing Our Limits
Situational Awareness
Stepping Back for a Broader View
Now It’s Your Turn
5. Model-Based Estimation
Modeling the Size
Modeling the Rate
Unavoidable Subjectivity
The Linear Model Approach
Advanced Linear Model Techniques
The Parametric Model Approach
The Stochastic Model Approach
Comparison-Model Hybrid
Stepping Back for a Broader View
Now It’s Your Turn
6. Estimating Milestones
Deadlines
Early Release
Coordination with Others
Evaluating and Changing Plans
Stepping Back for a Broader View
Now It’s Your Turn
7. When Estimates and Actuals Differ
Driving Up Costs
Salvaging the Situation
Learning from the Situation
Stepping Back for a Broader View
Now It’s Your Turn
8. Planning for Incorrect Predictions
Seeking Out Information
Setting Traps for Information
Avoid Traps for the Unwary
Stepping Back for a Broader View
Now It’s Your Turn
9. When People Clash
It Starts So Innocently
How It Goes Wrong
Understanding Human Behavior
Imagine a Better Situation
Retraining Ourselves
Tools for Better Understanding
Stepping Back for a Broader View
Now It’s Your Turn
Conclusion
Bibliography
Index
