Disputes with the manager?

Question

Project management

He waved to argue with the manager
. First, he asks the time estimate. I answer (I have enough experience to estimate realistic time, which coincides with reality in 90 percent)
Then it starts: why so many? There is nothing to do here, I myself am a developer in the past, I know, I did, etc.
I remember myself 10 years ago coming to the first interview in my life. I was given a test task and I said that I would do it in a day, it just seemed to me in the same way "what to do here, you can do it quickly" in the end it took 4 days.
That's exactly how my manager argues 10 years later
. At rallies, when tasks are divided between developers, estimates are also heard from the ceiling.
The developer says the time the manager agrees, I tell them that "you will not do it during this time" disputes begin.
As a result, nothing will succeed. But no one draws conclusions. And so in a circle. The mess is full
It hurt.
How to be?

Answer 1

change jobs

Answer 2

Collect statistics on such estimates and at a convenient moment show the graph by how many percent were wrong.
In general, there are books on such estimates. Related quotes

Projects with no evaluation at all were the best in terms of productivity, followed by projects with evaluations done by technicians, and projects evaluated by managers were the worst performers.

Answer 3

I have enough experience to estimate a realistic time that is 90 percent the same as reality

If this is true, then you are a miracle and a treasure for the vast majority of IT companies.
Wow, smart question. And what do you answer to it? Because if you answer “#oops I feel”, then it’s obviously your word against the manager’s word and the winner is the one who stands his ground more confidently (it’s clear from the context of the question that it’s not you).
In theory, it should be something like this:
You: estimate for the task T - X days.
Manager: why so many?
Q: First, I need to do a subtask t1, it will take x1 days according to experience, then I need to wait until Vasya completes such and such a task, according to experience, he will not cope in less than x2. Well, then add a subtask t3 ... let's see how much such a task is done .. ah, here it is - for x3. Plus risks, the total score is X, as I told you (don't forget that I hit with a score of 90: cases)
M: not well, for a long time somehow, it can be faster, probably ...
Q: we have sorted out what such an assessment is obtained from. What do you not understand?
<clarify everything that is not clear>
M: no, well ... listen ... it's still a long time ... they put pressure on me, I need 0.8 * X in time.
B: ok, no problem. What if you ask Vasya with his task to start early? Or maybe we won't do t3? Or some other way we'll think about how we can change the size of the task. and reduce timelines.
In total, the manager, of course, should ask if it can be done "cheaper", that is, faster, but if your assessment is justified, then it cannot just change.
These are their problems. As I understand it, you are their line colleague - well, it means that you can influence them only by enlightenment, and even then, only by earning a recognized authority by all. That is, "Listen Vasya, as you know, I give the correct estimates in 90% of the cases, and you, as you know, are wrong in 90% of the cases. So let me give you some good advice..."

Answer 4

Don't waste your nerves.

Answer 5

There is no need to argue with the manager. We need to agree. To do this, you need to understand the reasons for the disagreement:
Estimeyt - this is an expert assessment. Those. an attempt to guess the future based on past experience. This experience is different for you and the manager. Your qualifications are different. The ability to analyze and evaluate is different. You also have different motivations for squeezing deadlines.
Ways to negotiate (not mutually exclusive):
1) Agree that you build a trusting relationship. As a result, he trusts your estimates. You - strengthen his confidence by getting into your assessments and avoiding deception like "did it early and did other things that he doesn't need to know about." If necessary, tighten the schedule, honestly discuss where and on what it is possible, and on what it is impossible to cut off. At the same time, you unite and act from a position of cooperation, not rivalry.
2) Use a 3-point assessment. Thus, together with the manager, you discover the existence of risk management. After that, your manager begins to understand that you can complete the task faster than estimated, but the probability of this is lower than the probability of hitting your estimate.
3) Use group evaluation methods such as planning poker, as described above.
4) Evaluation for all tasks is done by the most qualified authorized experts. For each employee, over time, the focus factor of getting into expert assessments is calculated. Actual deadlines for tasks are calculated on the basis of an expert assessment, taking into account the focus factor of a particular contractor.

Answer 6

no way, a competent manager in his mind adds time, the
main thing is that 2) he can receive information from you in time about insurmountable plugs and 1) check that you are full and doing exactly what you need and as you need

Answer 7

We had the same. How much do you need for this task? 4 hours. Why so long, I do it in an hour.
I say: well, consider that I'm slower than you))
As a result, he set 3 hours, I do it in 2 and I have time for obligatory things for which no one allocates time at all, such as fixing the old code, etc.
I generally don’t pay attention to the time of the others, if my tasks are overdue for objective reasons - too. In general, we also often do not have time for something.

Answer 8

Scrum poker , that is, the distribution of responsibility throughout the group of programmers.

Answer 9

- It is necessary that it was clearly stated in the staffing table who determines the estimate.
- Setting shorter deadlines encourages you to work faster. As a result, a specialist who knows how to kick will be more valuable than someone who does the same but longer. I have examples before my eyes. One of my students has been working for the largest newspaper in the region for 20 years, as a chief designer / layout designer. And my wife does layout and design for a printing house and a private publishing house. They do almost the same thing, but it is 3 times faster. But he just got used to it, and he doesn’t even really want to learn Photoshop hotkeys - it’s easier for him with a mouse. As a result, we can submit the layout to print during the time they go for a smoke and a beer to work half the night.
- A good reason to implement methodologies and pre/post processors.

Answer 10

Change jobs and don't be nervous, everything will be fine =)