Previously, I wrote about sizing when everything is large as a means to define when and what makes t-shirt sizing appropriate. Now the fun really begins! Your estimates are provided to leadership, by you or on your behalf, and the following happens (in no particular order):
- Shock and awe on the $$S being presented
- Stakeholders assuming something squirrelly going on
- Questions about scope and what is and is not included
- Hope that you can go back and sharpen the pencil to bring down the estimate
However the question that you should always ask is, “what new information has been provided to you in order to have the sharpened pencil work?” Typically in this context the answer is nothing; the stakeholders just didn’t like your answer. So now you jump through hoops building complex, ‘choose your own adventure’ stories that really only help stakeholders get to an answer they want to hear. Instead of this, it would be better two take a two-question approach to coming to alignment:
What is the estimate to get to an MVP (Minimally Viable Product)?
Without an MVP, you have nothing. Highlighting what the MVP consists of and what resources are needed to get to it is most important. Regardless of your work management methodology, this alignment is critical to know what the team is striving for and keep everyone accountable to that vision.
How much more money do you want to spend on top of #1?
Beyond the MVP, everything else that you do should be based on two things:
- What is the prioritized list of features important to the stakeholders?
- How big is the check being written?
A trustworthy, high-functioning team will make the most of the resources supplied. Working on what is most important first ensures that the team is providing optimal business value at any point in time. That is completely different from whether the team get done everything the stakeholders want with the resources provided. Knowing that things will always change over time, what was important today might not be important tomorrow, stakeholders need to appreciate teams by understanding what you are really getting with money is time and keeping teams on task with what is more important is the best use of your dollars.