Always Be Tracking
by KATIA SOVA | 2025, February 19
Introduction
The major concern about the estimating process is accuracy, as the glance into the future allows us to suppose but not predict, – the obstacle lies in uncertainty. There are multiple factors affecting the accuracy. Matt Griffin (2015) discussed such components as optimism and pessimism connecting it to the lack of experience.
However, what if the reason for being optimistic is a product of an experience lack in only a dent of cases? The rest underestimates originated from the project’s urgency (time priority).
Likewise, the tendency to ignore unknown things related to the innovation area, where the terrain is unique and uncertain. Such competences of the project manager as the perception, attitude, and expertise represent the three pillars of accurate planning.
Figure 1
The Factors of Accuracy
Figure 1 shows that optimism, inexperience, and ignoring unknowns can be seen as independent reasons for underestimating or overestimating.
Underestimating
The prompt answer is underestimating is the worst scenario. Meanwhile, there are such tools as agile method applied to handle the deviation from the initial settings. The approach updates the project’s deliverables and the resources at every sprint. For instance, the IT company I worked for used decomposition during the planning phase that helps observe the task for the next sprint.
Matt Griffin (2015) suggests making a 20 percent contingency budget and open-ended scope – the approaches offer an opportunity to be more flexible in the implementation phase, adapt to the changing environment, and the consequences of underestimation.
Big-picture Thinking
Such a tendency as being influenced by the negative experience or optimistic attitude can be alleviated during the estimating process. The solution is an adequate worldview that relates to both the business context and the understanding of the principles the society works. Similarly to discovering the pitfalls of the multicultural team, any project includes activities and opposing interests of two or more stakeholders. The holistic understanding of the social, economic, political, and other context provides valuable insights into the potential threats to turn into the enabling outcome.
Seeing Big Picture and critical thinking foster the realistic approach. Leveraging the behavioural and attitudinal factors solidifies the accuracy of planning. Strategic thinking behaviour proves helpful in developing a worldview (LSA Global, n.d.). The approach includes the diversity of stakeholders’ view, exploring the internal and external environment of the business, and sticking to the company’s mission and values.
“Delta” Survey / “Open” Client Communication
Matt Griffin (2015) suggests the powerful techniques that enforce the accuracy: scope-time approach (scope-defined vs. open-ended scope), contingency budget, open client communication, “delta” survey, and machinery of the estimate. The most effective practice is a delta survey as the estimation process is based on average assumption from several sources. It can be a feedback from the professionals (especially people who are going to undertake the project). The guideline also offers advice on effective scheduling and is helpful in both scenarios where the project manager has either negative or positive experience with only difference: the first case relates mainly to fact checking practice, while the other one helps to clarify unknowns, lack of experience or knowledge in the study.
Contrarily, some techniques might cause the project to be bogged down by quotidian issues. The open client communication to keep in touch and constantly asking feedback stifles progress. The project manager checks the preconditions but not confirming for every step of the planning development. My company had a project like this. Trying to agree on one part of the project triggers the problems in the others, since the situation slightly changed. Such a negative scenario is typical for large projects.
Conclusion
Many rightfully consider the planning stage one of the most difficult phases of the project life cycle (Watt, 2014). It involves breaking down task settings, identifying resources and goals. The estimating process outlines the core project metrics: scope, timeline, budget, and activities.
Focus on realistic planning is an essence of the project’s success. The choice of applied techniques depends on both the project complexity and the project manager’s perception, attitude, and strategic thinking.
Conclusion
Technology advantage, software and hardware, is mainly a synonym for a sustainable edge over rivals. The second pillar of long-term objectives is information (data). People are the third one, for they navigate the tech processes to make data-backed decisions.
Moore’s Law reflects the effectiveness IT infrastructure as it is a powerful key to developing beneficial speed-cost, capability-size ratio, and the almost only opportunity to sustainable leadership.
References
Griffin, M. (2015, June 18). The Art of Creating Accurate Estimates. A List Apart.
https://alistapart.com/column/creating-accurate-estimates/
LSA Global. (n.d.). 3 Strategic Thinking Behaviors to Better See the Big Picture.
Watt, A. (2014, August 14). Project management. BCampus. Licensed under Creative Commons Attribution 4.0
