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The first 90 percent of the code accounts for the first 90 percent of the development time. The remaining 10 percent of the code accounts for the other 90 percent of the development time. Tom Cargill
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Status reporting is an area of scandalous duplicity. Programmers are notorious for saying that a program is 90 percent complete during the last 50 percent of the project. If your problem is that you have a poor sense of your own progress, you can solve it by learning more about how you work. But if your problem is that you don t speak your mind because you want to give the answer your manager wants to hear, that s a different story. A manager usually appreciates honest observations about the status of a project, even if they re not the opinions the manager wants to hear. If your observations are well thought out, give them as dispassionately as you can and in private. Management needs to have accurate information to coordinate development activities, and full cooperation is essential. An issue related to inaccurate status reporting is inaccurate estimation. The typical scenario goes like this: Management asks Bert for an estimate of how long it would take to develop a new database product. Bert talks to a few programmers, crunches some numbers, and comes back with an estimate of eight programmers and six months. His manager says, That s not really what we re looking for. Can you do it in a shorter time, with fewer programmers Bert goes away and thinks about it and decides that for a short period he could cut training and vacation time and have everyone work a little overtime. He comes back with an estimate of six programmers and four months. His manager says, That s great. This is a relatively low-priority project, so try to keep it on time without any overtime because the budget won t allow it. The mistake Bert made was not realizing that estimates aren t negotiable. He can revise an estimate to be more accurate, but negotiating with his boss won t change the time it takes to develop a software project. IBM s Bill Weimer says, We found that technical people, in general, were actually very good at estimating project requirements and schedules. The problem they had was defending their decisions; they needed to learn how to hold their ground (Weimer in Metzger and Boddie 1996). Bert s not going to make his manager any happier by promising to deliver a project in four months and delivering it in six than he would by promising and delivering it in six. In the long run, he ll lose credibility by compromising. In the short run, he ll gain respect by standing firm on his estimate. If management applies pressure to change your estimate, realize that ultimately the decision whether to do a project rests with management. Say Look. This is how much it s going to cost. I can t say whether it s worth this price to the company that s your job. But I can tell you how long it takes to develop a piece of software that s my job. I can t negotiate how long it will take; that s like negotiating how many feet are in a mile. You can t negotiate laws of nature. We can, however, negotiate other aspects of the project that affect the schedule and then reestimate the schedule. We can eliminate features, reduce performance,
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develop the project in increments, or use fewer people and a longer schedule or more people and a shorter schedule. One of the scariest exchanges I ve ever heard was at a lecture on managing software projects. The speaker was the author of a best-selling software-projectmanagement book. A member of the audience asked, What do you do if management asks for an estimate and you know that if you give them an accurate estimate they ll say it s too high and decide not to do the project The speaker responded that that was one of those tricky areas in which you had to get management to buy into the project by underestimating it. He said that once they d invested in the first part of the project, they d see it through to the end. Wrong answer! Management is responsible for the big-picture issues of running a company. If a certain software capability is worth $250K to a company and you estimate it will cost $750K to develop, the company shouldn t develop the software. It s management s responsibility to make such judgments. When the speaker advocated lying about the project s cost, telling management it would cost less than it really would, he advocated covertly stealing management s authority. If you think a project is interesting, breaks important new ground for the company, or provides valuable training, say so. Management can weigh those factors too. But tricking management into making the wrong decision could literally cost the company hundreds of thousands of dollars. If it costs you your job, you ll have gotten what you deserve.
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