Estimates and estimation
“In preparing for battle I have always found that plans are useless, but planning is indispensable.”
–Dwight D. Eisenhower
Why we estimate
Suppose you’re preparing for a trip and deciding which suitcase to take. You have a small suitcase that you like because it’s easy to carry and will fit into an airplane’s overhead storage bin. You also have a large suitcase, which you don’t like because you’ll have to check it in and then wait for it at baggage claim, lengthening your trip. You lay your clothes beside the small suitcase, and it appears that they will almost fit. What do you do? You might try packing them very carefully, not wasting any space, and hoping they all fit. If that approach doesn’t work, you might try stuffing them into the suitcase with brute force, sitting on the top and trying to squeeze the latches closed. If that still doesn’t work, you’re faced with a choice: leave a few clothes at home or take the larger suitcase. —Steve McConnell, Software Estimation: Demystifying the Black Art
As an engineer, nothing pleases me more than rolling up my sleeves and writing code. But before doing that, a sense of how to approach a task and the required resources (people, time, software licenses, third-party API access) need to be determined. These details support clear project expectations, which are foundational to the great client experiences we strive to create. Estimates, give all project stakeholders—internal and external—a chance to agree on a few key things before work is begun:
- That we understand what is being asked for;
- That we have a plan to efficiently deliver quality results;
- That we’ve asked (and answered) all project team questions;
- That we’ve considered all the risks, edge cases, and alternatives;
- That we’ve considered the effects on usability, accessibility, and SEO;
- That the available budget and desired timeline support the approach.

