|
|
|
|
|
|
by xivzgrev
1 day ago
|
|
|
As a manager I'm guilty in part of driving the cult of speed However I noticed that whether a team member thought for a day, or thought for a week, the result was essentially the same. The tactics may have more details but the overall plan and impact id expect was roughly the same. They had blind spots, opportunities that could make it more impactful that only came to light when they talked thru it. So for me, it was better to touch base sooner than later and get the broad plan right, then let them figure out the details and get to it (Note I work in marketing, not engineering) |
|
|
Yes, frequent base touching, to ensure alignment on the broad contours is right, but I find yeeting a significant project with one day of planning has a tendency to turn up either requirement gaps, cross team coordination problems, or wildly inaccurate effort estimates (the classic "20 minute adventure" taking a month or two).
Now this can be fine, and in my experience management loves this approach _provided nothing unexpected happens_, but totally loses their shit when your two week effort turns into a 6 week slog with a "not sure boss" estimate for a completion date because the scope and methods are so ill defined