1999Re: [scrumdevelopment] RE: What's wrong with tracking estimates vs. actuals?
- Oct 11, 2003--- Daniel Gackle <gackle@...> wrote:
I remain perplexed about exactly what people think
they're going to get out
of such numbers. Maybe my problem is that word
"exactly". Maybe they just
have a fuzzy idea of what they think they'll get...
something vague but
comforting, like "more control".
There is a real danger that some mangers/directors
will try to use the data for staff evaluation and use
it to filter out targets for layoffs. I worked with a
director at Sprint who tried to do this. I (somewhat)
successfully turned this into athe more benign,
monitoring of our ability to estimate. This made it
more a metric measuring line managers like me, than a
metric measuring my staff. I saw that as part of my
job - taking the heat away from the workforce.
Hence, I think that you are right to be wary. I don't
think that anyone believes they have more control from
metrics like these - other than they believe that they
will get early warning of slippages.
People I work with who believe in short-time window
planned versus actual, i.e. only planned out up to two
weeks ahead, believe that it provides commitment and
focus when that can't be achieved through other means
such as daily standups.
I don't know anyone who genuinely believes that
fine-grained planned versus actual dates works beyond
that time period. Trying to make a full release plan
in advance is just inviting Gantt Chart hell and
providing busy work for project managers anxious to
keep their jobs and their PMI qualifications.
Sometimes, you should look to the personal motivation
and the extremely local optimum for an explanation of
why something is the way it is.
David J Anderson
Author of "Agile Management for Software Engineering"
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