When you start your workday, you may welcome the tasks that arise to fill your time. Work comes to you with no rhyme or reason, but you do it. You tackle things as they come, and you turn everything in by the deadline.When you start your workday, you may welcome the tasks that arise to fill your time. Work comes to you with no rhyme or reason, but you do it. You tackle things as they come, and you turn everything in by the deadline.
It may seem that you’re successful because you turn in your work on time. The problem is, you don’t know how to effectively plan for a day’s work.
Time is an important factor to consider when you’re completing tasks. Many of us chase deadlines or knock out the easiest tasks first to feel a sense of accomplishment. Sometimes, we spend too long on some tasks, and scramble to do everything else.
You may have 10 working hours in a given day, and it’s your job to do as much work as possible in that time. It’s easy to work all day and accomplish very little.
You have to be intentional about priorities. If you only worry about filling time slots and meeting deadlines, you may neglect more important, high-value tasks.
Humans are terrible at guessing how long it takes to complete projects. Guessing is even more challenging when we are developing something new. We’re not machines, and our day-to-day outputs don’t tend to fit into neat algorithms. When we estimate completion date on a project, we don’t take into account the non-project related work that creeps into our schedules. Those emails, meetings, and team member commitments that crop up at the last minute cost time.
We often associate dates and days with certain emotions. For example, do you find yourself as productive on Friday afternoon as you are on Tuesday? Relative estimation of when you’ll complete a task doesn’t take into consideration how feelings affect work.
To top it off, you can give several teams the same task, and they’ll all complete them in a slightly different time frame. Their velocity on work turnaround, calculated in points, will vary along with their time frame. Setting arbitrary times for finishing work makes it impossible to use velocity as a selling point in your team’s effectiveness unless your team performs significantly better than your competitors.
Instead of relying on deadlines and dates to stay productive, you can take a more objective approach. The management technique known as scrum can help you accomplish this. In the book Scrum: The Art of Doing Twice the Work in Half the Time, the Scrum technique allows you to produce better estimates for planning timelines by using a system of points instead of units of time.
When you’re working to solve complex problems, there are usually several teams involved. It’s impossible to guess how long it will take to complete a project on your own or communicate your team’s needs to other groups. Your role in a project may require little effort, but the teams around you may have to expend considerable effort for their part. You need the input of every team involved to arrive at a reasonable estimation.
The most productive teams have switched from setting deadlines to deciding how long tasks will take based on a process known as scrum or agile estimation. They use story points (the input of various teams involved) to understand the relative difficulty of each task.1
Workers rate the degree of difficulty using a Fibonacci-sequence: 0, 0.5, 1, 2, 3, 5, 8, 13, 20. This abstraction pushes the team to make tougher decisions around the difficulty of work.
They assign numeric value to their respective portion, and play “planning poker.” In planning poker, workers hold up a number that they think represents the level of difficulty for that project.
When all parties agree about the numbers in planning poker, they know that they are all on the same page about the timeline. If the numbers differ, the teams must discuss how everyone reached their numbers.
Sometimes, we have no idea what obstacles other teams face. This method opens a dialogue about what it will take to actualize a project. Differing opinions in the difficulty of a project can address whether everyone is working on the same scale.
It’s best to set an upper limit of 20 story points when you are trying to make a project less complicated. Anything greater than that needs to be broken into smaller attainable steps. Breaking tasks down into smaller steps keeps teams from becoming overwhelmed.
When you’re trying to give an accurate estimation for how long a project will take, don’t forget to think about past experience. If you’ve done similar jobs, consider how long they took to complete and what pitfalls you experienced. Think about the number of story points that particular aspects cost.
The more data you can refer back to, the closer you’ll be to landing an accurate estimate. Besides, you may be able to improve on previous methods so that you can complete your work more efficiently.
Setting a deadline based on how long you think the task will take can leave you scrambling or turning in substandard work. There’s no reason for you to work harder when you could be working smarter.
By thinking about your work in the abstract story points system instead of time, you’ll be able to communicate your needs and understand the needs of others much more clearly. You’ll know when you need to break tasks into smaller steps, and you’ll have a more efficient way of thinking about past experiences with similar projects.
To learn more about effectively planning your next project, read Scrum: The Art of Doing Twice the Work in Half the Time.