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> Why don't we all just look at the past 10 builds we delivered for them, admit that the best-case never happens, and stop pretending like it's unacceptable to
by mgkimsal 5y ago
> Why don't we all just look at the past 10 builds we delivered for them, admit that the best-case never happens, and stop pretending like it's unacceptable to take longer? The point here is that they keep accepting it.
It's theater, mostly. I think some people think they have to do this. How did they get you to keep delivering when you did? It was their threats/complaining! If they stopped doing that... there's no telling how long it might take you to deliver.
Given that every project you've called at 4 months has delivered in ... 4 months, for the past 7 years... your estimating/delivery ability is still tangential to their managing of the delivery by regular barrages of threats, complaints and haranguing.
- wpietri 5y agoWow, great insight. It reminds me of the dynamics with walking down the sidewalk past a dog. If I walk too close to his yard, he decides I'm a threat. He barks! I walk away. It's easy for him to do post hoc ergo propter hoc and conclude that his barking chased away a dangerous threat. In reality I didn't do a thing different, but his lesson is that barking works!
- quacked 5y agoIt's a great point, and one that could be rectified by their teams actually having standards. Threats can't be empty. "Deliver early, we'll give you a bonus. Deliver on-time, we'll pay. Deliver late, we'll hold you accountable and pay less according to this attachment. Deliver really late, and you get a strike. Three strikes and we drop you." Of course, that would require backbone, fortitude, accurate forecasting, integrity, and management support.