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Dima and Slava discuss the complexities of estimation in business contexts and the challenges of striking the balance between ambition and realism.
- Estimation, forecasting, and projecting
- Desired level of confidence for the estimate makes a difference
- Short-term vs long-term estimation
- 50/50 goals
- Benchmarking is helpful when you do something novel
- Working backwards can help in planning projects
- Is your thing really a special snowflake?
- Illusion of precision, or precision bias
- Realistic estimated vs ambitious goals
Estimation and benchmarking was also discussed in Biweeklycast #36 How Big Things Get Done.
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Dima is doing his best to explore a particular flavour of ambiguity and Slava keeps him in check by sticking to definitions and anchoring the discussion to reality.
Ambiguity â the quality of being open to more than one interpretation
Is ambiguity merely a lack of âĻ
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Dima and Slave talk about what strategy is and what strategy isnât.
From Wikipedia: Strategy is a general plan to achieve one or more long-term or overall goals under conditions of uncertainty.
Dimaâs characteristics of a strategy
Multi-step plan, a âpattern of deâĻ
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Dima and Slava explore Richard P. Rumeltâs book Good Strategy Bad Strategy: The Difference and Why It Matters and share insights they took away from the book.
https://www.amazon.com/Good-Strategy-Bad-Difference-Matters/dp/0307886239
https://www.amazon.com/Strategy-SâĻ
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Dima and Slava count priorities and discuss how having to count priorities is a problem in and of itself.
Dilution of terminology: priorities, KPIsâĻ
âFocusâ is a good alternative that is expressly singular
Priority: importance vs ordering
Does priority get most timâĻ
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