Adjustments

Abstract

In software projects, like in most situations involving human relationships, it is worth the effort to provide meaningful information to people so that they gain situational awareness and make intelligent choices. Complete awareness is of course neither possible nor needed, but a small effort can go a long way toward significant improvements and avoiding major contentions. Schedule uncertainty of 30–50% or more is likely to create unneeded pressure and turmoil on any project. Many people operate at these levels of uncertainty routinely and for long periods. On the other hand, verbally maintaining that we work at 10–15% uncertainty, without being able to support the claims with data, is as unnerving if not more so. If we can find a workable method for bringing the uncertainty level reliably to 10–15%, supported by meaningful data, it will spare the team and clients valuable energy, unnecessary worry, and loss of time.