Regardless of management goals, only the team can commit to an
achievable schedule. I would first determine if the team can commit to
the aggressive goals with perhaps a modest push, or if they can provide
an alternative that will achive the most important goals. They may even
surprise you with creative alternatives.
If the goals require overtime for an extended period, the team will
tire, become less productive, quality will suffer, and the team will
likely have a hangover for the next project. If the goals are
aggressive, but achievable with a modest push, that's a very different
situation. Ultimately, the team must believe the goal is achievable or
they will surely fail.
> Taking the "tacit knowledge" concept to a separate thread, I have a
> brainstroming question about incentive "pay" as it pertains to Agile
> I've got an Agile project currently running. Upper management (I'm a
> front line development mgr) wants to set some agressive new goals &
> deadlines for the project. General gut feel among the developers is
> this will take a significant additional time commitment. As a
> result of the tacit knowledge already built up (and the tight
> timeframes) it is also generally agreed that throwing additional
> bodies at the problem is off the table. Quite naturally they are
> asking, "What's in it for me". I'm looking for any/all ideas that
> have been tried to address this & what your experience has been.
> Ideas thrown out here so far:
> * Pay market rate contract $$/hour for "overtime".
> * Stock Options.
> * A Sales-type "boondoggle"
> * Additional professional conferences.
> All ideas welcome.