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4 Fallacious Reasons to Estimate and Why Those Are Fallacious

Herding Cats

There's a recent post titled Four Fallacious Reasons to Estimate. It lists the usual suspects for why those spending the money think they don't have to estimate how much they plan to spend when they'll be done producing the value they've been assigned to produce for that expenditure. Let's look at each one in more detail.

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Deconstruction the #NoEstimates Conjecture

Herding Cats

Then conjecture that NOT estimating will fix that symptom. Then conjecturing (here) that Not Estimating will somehow fix the problem of when you are DSTOP. We assess physical percent complete at close business every single day, with the update of the TO DO field in Rally at the Task level. Estimates are data.

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Deconstruction the #NoEstimates Conjecture

Herding Cats

Then conjecture that NOT estimating will fix that symptom. The notion of waterfall development on slide 9 as actually prohibited in our domain. The notion of waterfall development on slide 9 as actually prohibited in our domain. This approach gets you a D in the statistical assessment class. Not likely.

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DDSTOP The Saga Continues

Herding Cats

In all engineering worlds, from software engineering to bending metal for money, there is really nothing new under the sun. Rarely are software engineers working on science experiments. maybe a read of the resources of Estimating Agile Software Development may help. Almost impossible?

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DDSTOP The Saga Continues

Herding Cats

40 - Estimation is a Problematic Practice of Companies Doing Dangerous Things. A #Noestimates advocate makes the claim that having a ±10% accuracy for estimates of cost and duration is a dangerous thing. We develop these reference classes using Agile Function Points. Use these to develop a Systems Model of the products .