zlacker

>>mattjh+(OP)
After owning a product, I've developed a lot of sympathy for the people outside of engineering who have to put up with us. Engineers love to push back on estimates, believing that "when it's done" is somehow acceptable for the rest of the business to function. In a functioning org, there are lot of professionals depending on correct estimation to do their job.

For us, an accurate delivery date on a 6 month project was mandatory. CX needed it so they could start onboarding high priority customers. Marketing needed it so they could plan advertising collateral and make promises at conventions. Product needed it to understand what the Q3 roadmap should contain. Sales needed it to close deals. I was fortunate to work in a business where I respected the heads of these departments, which believe it or not, should be the norm.

The challenge wasn't estimation - it's quite doable to break a large project down into a series of sprints (basically a sprint / waterfall hybrid). Delays usually came from unexpected sources, like reacting to a must have interruption or critical bugs. Those you cannot estimate for, but you can collaborate on a solution. Trim features, push date, bring in extra help, or crunch. Whatever the decision, making sure to work with the other departments as colaborators was always beneficial.

>>notjus+xw
I agree. Software engineering is basically the only industry that pretends this is professionally acceptable. Imagine if government staff asked when a bridge would be done or how much it would cost and the lead engineer just said "it's impossible to estimate accurately, so we wont. It's a big project tho".

Estimating in software is very hard, but that's not a good reason to give up on getting better at it

>>chrisf+kB
Not a good analogy. Once you build a bridge, it’s done. Software nowadays is never “done”, and requirements constantly change. It’s more akin to building a rope bridge and trying to upgrade it to accommodate cars while it’s in active use.

>>piyuv+HD
Sounds like you don't have a good process for handling scope changes. I should know, the place I'm at now it's lacklustre and it makes the job a lot harder.

Usually management backs off if they have a good understanding of the impact a change will make. I can only give a good estimate of impact if I have a solid grip on the current scope of work and deadlines. I've found management to be super reasonable when they actually understand the cost of a feature change.

When there's clear communication and management decides a change is important to the product then great, we have a clear timeline of scope drift and we can review if our team's ever pulled up on delays.