Project time estimation that will take the weight off your shoulders

Time estimation in projects can often feel like a daunting and high-pressure task, particularly when we hold two common beliefs:

a) Our estimates are seen as binding commitments

b) We need to provide estimates immediately and independently.

BELIEF VS. TRUTH: understadning estimates

Belief: Our estimate is binding.

Truth: An estimate is just that—an estimate, not a commitment.

The misconception that an estimate is a final commitment can lead to feelings of inadequacy or the fear of being perceived as incapable, especially if the actual time exceeds the estimate. This mindset, both in ourselves and others, not only fuels insecurity but also traps us in a cycle of stress without constructive reflection or learning.

In reality, an estimate is inherently a best guess, and it's understood that actual timeframes can vary. We improve in making these estimates through experience and reflection. Conducting a project review upon completion is invaluable: analyzing our initial estimate versus the actual duration, understanding factors that caused deviations, and identifying improvements for future projects are key. For instance, enhancing cross-departmental collaboration through initial briefings can proactively address challenges, contrasting with a passive, wait-and-see approach. Without dedicating time for review and actionable steps, we cannot expect a reduction in stress or an increase in predictability.

Everyday Tasks and Time Estimation

Even routine tasks can benefit from accurate time estimation. Consider a task you believe will take 30 minutes, but in reality, it takes two hours due to complex tools or templates. Recognizing and communicating this discrepancy is crucial, yet stress may persist. Why? Perhaps because you believe it should actually take less time and it is you who is working too slowly, or you feel external pressure to work quicker despite acknowledging that tools used are not ideal. Your efficiency might even be unfairly compared to others.

Here, you face two options:

a) Communicate the time required but make no changes to optimise the process.

b) Communicate the time required and ways of optimising the process and tools. If optimising is beyond your control, collaborate with those responsible to improve the process.

Keep in mind that opting for the first can lead to a cumulative effect of unnecessary time spent and growing frustration.

BELIEF VS. TRUTH: THE PROCESS OF TIME ESTIMATION

Belief: I need to estimate immediately, alone, and for others.

Truth: Time estimation is a collaborative process that allows for discussion.

Another Truth: We can't estimate everything accurately from the start.

Particularly in complex projects, the prospect of making an estimate can be overwhelming. A practical approach is to work backward from the deadline, creating rough estimates for each phase. This rough plan is a starting point, allowing you to refine each phase by adding necessary steps and adjusting time allocations. This process, done collaboratively, not only fosters teamwork but also brings to light unforeseen challenges. For instance, approval timelines or external dependencies like agency partners can impact schedules. Then, it’s all about updating and adjusting the project plan on a regular basis in case changes occur such as delays or early completion of certain tasks.

Relative vs. Absolute Time Estimation

It's also helpful to note that we are generally better at relative than absolute time estimation. Estimating whether Task A will take longer than Task B is often easier than pinpointing how many hours a task will require. Project managers might use sizing methods like XS-S-M-L-XL to gauge their workload and resource allocation, especially helpful when juggling multiple projects with fixed deadlines.

CONCLUSION

In conclusion, improving our approach to time estimation involves understanding the nature of estimates, embracing collaboration, and recognizing the value of both reflection and adaptation. By doing so, we can reduce stress and increase the predictability and efficiency of our projects.