Imagine instead it’s the CEO’s job to set expectations with customers about when it’ll be available, based on how long it’s actually taking.
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They can set an arbitrary date, but then it’s their job internally to negotiate a definition of done that will meet it. Without crunch time.
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Yes, setting realistic dates & doing this internal negotiation is an art, and hard to do right all the time.
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The important part is that the risk is shouldered by the whole organization, instead of solely by the individual developers.
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Replying to @sarahmei
Fascinating. I wholeheartedly agree with this, but wouldn't have thought of this as a heuristic. Usually corps that try to make individual devs shoulder the risk fundamentally don't trust devs ("how will we know if they're doing work without
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I've been using a "every task/project is assigned to at *minimum* two developers" policy for a few years. It's amazing how even that small tweak changes things.
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This is interesting. Is each developer assigned to a single task/project or are multiple concurrent assignments allowed?
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The responsibility for the task is assigned to a pair; they can divide up the work however they want. Lots of pair programming in practice, but people are free to mix it up based on the demands of the problem.
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I meant can I be simultaneously assigned to work on X with Alice and Y with Bob, or do I only have one active thing at a time? I guess this depends on project/task size. (Trying to figure out how to apply it to a team of 3-4.)
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We typically queue up a few tasks at the beginning of the week and people do them one at a time. If it seems possible for the pair to finish them all before the end of the week, we find a few "stretch" tasks. It's never a big deal if people don't finish.
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But we do try to talk about our estimates so that we do a good job of finding tasks that fit the available timing more regularly.
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(Thanks for answering me. Too much team management advice doesn’t mention sizes of teams, tasks, etc.)
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