Our AI writing assistant, WriteUp, can assist you in easily writing any text. Click here to experience its capabilities.

Estimates Are Useful, Just Ditch the Numbers

View Original View Raw

Summary

This article discusses the use of estimates in Scrum teams, and how they can be used to benefit the team without leading to micro-management. It explains how estimates can provide teams with the understanding of why, what, and how of the upcoming work. The article also looks at the potential of estimates to lead to micro-management, as well as how to create trust between management and stakeholders on the one side and Scrum teams on the other side. It suggests that estimates should be used to confirm that all team members are aligned on the why, what, and how of the upcoming work, and that the numbers should not be used beyond the team level.

Q&As

What is the main point of the article?
The main point of the article is that estimates are useful at the team level, but the numbers should be ditched.

How can estimates be beneficial to a Scrum team?
Estimates can be beneficial to a Scrum team by providing a fast way to figure out whether all team members are on the same page regarding the why, the what, and the how of the upcoming work.

What are the potential consequences of misusing estimates?
The potential consequences of misusing estimates are that the results will be normalized by the management, compared to other teams, and thus hold against them in the long run by establishing mandatory productivity for a Sprint. It can also lead to stack-ranking teams and a more competitive and less collaborative environment.

How can trust between management and stakeholders and Scrum teams be established?
Trust between management and stakeholders and Scrum teams can be established by regularly delivering valuable Increments. This requires collaboration, inclusion, and giving everyone a voice in the process.

What are the benefits of ditching the numbers when it comes to estimating work items?
The benefit of ditching the numbers when it comes to estimating work items is that it eliminates the risk of complexity and inherently makes the team better at delivering. It also creates trust among stakeholders.

AI Comments

👍 This article is full of great information and provides a clear understanding of the importance of estimating and how it can be used to create trust between managers, stakeholders, and Scrum teams.

👎 This article is too long and could have been condensed into a shorter, more concise version.

AI Discussion

Me: It talks about how estimates can be a useful tool for teams, but there are potential implications if they are used improperly. It can lead to micro-management, re-introducing Taylorism, and excessive reporting. It suggests to ditch the numbers but keep the estimates at the team level in order to stay aligned on the goals and expectations.

Friend: Interesting. How do you think this could be implemented?

Me: Well, teams should focus on a holistic product creation process and have everyone involved in the process so that there is a shared understanding of the objectives. Estimating should be the final confirmation that everyone is on the same page. It also emphasizes the importance of regular delivery of valuable Increments to build trust with stakeholders. Team members should also strive to understand the why, the what, and the how of the upcoming work to ensure the best results.

Action items

Join the poll and the lively discussion on estimates on LinkedIn.
Sign up for the ‘Food for Agile Thought’ newsletter.
Join Stefan in one of his upcoming Professional Scrum training classes.

Technical terms

Agile: A set of principles and practices for software development that emphasize collaboration, customer feedback, and iterative development.
Scrum: A framework for managing software development projects that emphasizes collaboration, customer feedback, and iterative development.
Agile Transition: The process of transitioning from traditional software development methods to agile methods.
Velocity: A measure of the amount of work a team can complete in a given period of time.
Taylorism: A management theory developed by Frederick Winslow Taylor in the early 20th century that emphasizes efficiency and productivity through the use of scientific methods.
Micro-Management: The practice of closely monitoring and controlling the work of employees.
Product Discovery: The process of understanding customer needs and developing a product to meet those needs.
Planning Poker: A technique used by Scrum teams to estimate the size of a work item.
Complex Environment: A situation in which there are many variables and factors that can affect the outcome.
Self-Management: The practice of allowing employees to manage their own work without direct supervision.
Stack-Ranking: The practice of ranking employees or teams against each other.
Increment: A piece of work that is completed and ready to be released.