How To Improve Time Estimates For Designers
As humans, we are incredibly bad in estimating work. We tend to be way too optimistic, and as a result, keep running behind schedules, often delayed and often running multiple projects at a time.
To get better at estimates, we need to know just how much productive time we have, and how much work we need to complete. Both need a lot of planning to avoid surprises down the line.
There are many unknowns that shape your timing: we need to discover them first. Illustration by José Torre.
Estimate with 6–6.5 productive hours per day #
Just because we have around 8 working hours a day, we aren’t actually working productively during that entire time. 8 hours don’t account for so many things, from routine messaging on Slack and urgent errands to sick days and interruptions.
Break down the scope of work into smaller units of work #
It pays off to invest enough time into writing and signing-off a detailed scope of work, explaining:
-
how you understood the problem,
-
what the solution requires (with a breakdown of tasks),
-
what your assumptions are,
-
how you are planning to solve it,
-
when customer’s (timely) input will be needed,
-
what the milestones and timeline are,
-
what delivery date you commit to (for the fixed scope),
-
how the pricing and payment are going to work.
Estimate in ranges, not precise numbers #
Many companies estimate work using story points, and it helps assess complexity of a task at hand. Whenever estimating, stay away from precise numbers such as 6h or 1 week — always estimate in time ranges to consider both optimistic and pessimistic outcomes. In reality, most of us aren’t pessimistic enough.
Always add at least 15% of buffer time #
The work is rarely done perfectly on time. You might need to cut corners or reduce the scope of delivery for the first prototype. Account for that time and add buffer time to your estimates. If you are an optimist, add 15%, if you are a pessimist, add 25%.
Explain that late changes are expensive and cause delays #
Make sure that everybody understands that you are estimating delivery for a fixed scope of work, and late changes will be expensive and might delay the delivery. You might want to repeat that last sentence multiple times. Make sure that you get a clear sign-off from your client (preferably with a signature).
Have a script ready for conversations with clients #
Clients don’t know how you work, so we shouldn’t expect them to know the implications of late scope changes and delays on their end. For every step of the process, make sure to mention — in email, calls, meetings etc. — that late scope changes are very expensive, and when you will need a timely input from them.
Every new team member speeds up the process by 1.5–1.8× #
The more people are involved, the higher is the cost of communication. Smaller teams often work more efficiently, but they also need to have meetings, discuss, argue and plan. You can’t double the speed of work by adding another person to the team.
Life is full of surprises: budget accordingly #
Estimates often assume linear, focused, uninterrupted work. They assume regular scenarios and a predictable process. But life isn’t like that at all. Plus, we are very bad at predicting future. Feel free to underpromise and overdeliver, but always include the cost of over-delivery in your estimates.
Happy estimating, everyone!
