Great article! In an Agile implementation, how do the 2 week iterations account for potential down stream ramifications of changes in an ERP environment?
In transitioning a legacy team to agile the issue of estimate vs promise that was raised in the article seems key. I often think that communications difficulties can be helped by reversing a situation.
I wonder if we can help clarify the difference between estimates and promises by asking management for an estimate. “If my team gives you product X by date Y will you give us a specific level bonus?”. Any management I’ve seen will say they can’t promise a specific bonus in the future because there are too many free variables.
To which we say “exactly”.
If instead we say “we believe we have an 80% chance of hitting date Y with feature set Z” might we get them to say “there’s a 75% chance of getting a bonus of D dollars”? As we got closer and closer to the target release date might we get them to reduce the uncertainly of our bonus level as we reduce the uncertainly of the feature set?
I don’t think most management would actually do this but it might help them see our estimates in a new light.