Do you have to estimate schedule or cost for your innovation projects? If so, do you worry about providing an accurate—never mind precise—estimate? Estimation means “guess,” and our managers want our estimates to be commitments. Instead of providing guesses, help your managers understand risks with the ways you provide estimates or forecasts.
You will learn the three ways to provide an estimate, how to recover when your estimates are off, and how to start the conversation about value instead of cost.
Johanna Rothman, known as the “Pragmatic Manager,” provides frank advice for your tough problems. She helps leaders and teams see problems and resolve risks and manage their product development.
Johanna was the Agile 2009 conference chair. She was the co-chair for the Agile Practice Guide, a collaboration between the Agile Alliance and the PMI. Johanna is the author of these books:
She is working on books about geographically distributed agile teams and agile product ownership. Find more of Johanna's articles and her blogs at www.jrothman.com and at www.createadaptablelife.com