Noestimation
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The document discusses the importance of understanding project management complexities, emphasizing that many issues arise from internal factors rather than customer value. It critiques traditional estimation practices, advocating for a focus on managing team throughput and employing a no-estimates approach to better assess project costs and risks. Key laws and principles highlight the unpredictable nature of software development and the necessity of stabilizing teams while minimizing dependencies.
Noestimation
- 3. You just need to know them so you can sleep better and reduce your stress. You might need to give some answer to your client so that he stops calling you every five minutes You need to tell something to senior management and other stakeholders so they trust your ability to manage the project. But, these are not customer value !!!! So they immediately fall under the label of waste.
- 4. Is reducing the estimation effort and focus on stabilizing the team throughput and using past information to drive forecasts
- 8. Essential complication or g(e): How hard a problem is on its own. Accidental complication or h(a):The complication that creeps into to the work because – “we suck at our jobs”. cost of feature = f(g(e), h(a))
- 9. Software management is a CAS Complex dependencies in software projects hide the really big risks.
- 10. You can only determine the real cost of a feature by recognizing and measuring accidental complication, or by using the #NoEstimates approach.
- 11. Internal politics Estimate bargaining Blame shifting Late changes
- 12. Berard’s Law: Walking on water and developing software against a written specification is easy if both are frozen. Humphrey’s Law: The user of the software won’t know what she wants until she sees the software. Ziv’s Law: Requirements will never be completely understood. An interactive system can never be fully specified nor can it ever be fully tested Langdon’s Lemma: Software evolves more rapidly as it approaches chaotic regions
- 14. Deming’s quote: “if you give a manager a target he will do anything to meet that target, even if he has to destroy the company in the process”.
- 15. Not a comittment or promise Estimates are personal
- 16. A buffer adds some security margin to your project’s estimate: Time Buffers Scope Buffers Cost, investment and people assignment Buffers Parkinson’s Law:Work expands to fill the time available for its completion.
- 19. Reduce dependency Stablize team Built quality in Be cross-functional Automate where possible Protect team from outside interruptions Freeze scope inside iterations
- 20. for NOESTIMATION
- 23. Use only story points Stop adding estimates to sub-tasks Remove some SP options
- 26. Use the average cycle times (takt time) for Stories Simply count Stories and project progress based on how many Stories the project was able to deliver in the past: average Stories delivered per iteration or per week.
- 28. @semencirit
- 29. https://www.scruminc.com/origins-of-scrum/ http://noestimatesbook.com/ https://www.infoq.com/articles/standish- chaos-2015