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	<title>Comments on: Estimation</title>
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	<description>Wondering whether anyone will ever read this...</description>
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		<title>By: Andrew Shepherd</title>
		<link>http://simonpalmer.com/estimation/#comment-9833</link>
		<dc:creator><![CDATA[Andrew Shepherd]]></dc:creator>
		<pubDate>Mon, 24 May 2010 17:52:48 +0000</pubDate>
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		<description><![CDATA[Absolutely 100% agree with you! (I was going to say 99.99% agree, but realised that would be spurious accuracy). 
In my strategy development work I&#039;m always facing an absence of data in one place or another; sometimes a quick phone call can provide a reasonable guess, but where that fails I&#039;m always willing to make an estimate myself. Actually, I quite often make two estimates:
&quot;I&#039;d be very surprised if it was more than XX&quot;
and
&quot;It would be astonishing if it were less than YY&quot;

The fascinating thing is that when figures like these are plugged into one&#039;s strategic model of a business or opportunity, the obvious direction to take is rarely affected by whether the upper or the lower figure is used.

It also helps - in my view - to be completely open with clients about the need for estimates and the figures chosen; only if the management team really believe the strategic conclusion for themselves will they truly strive to deliver on the resulting plan. Showing its resilience - or sensitivity - can galvanise people into action, either to immediately act on the strategy, or to resolve the uncertainty before acting...]]></description>
		<content:encoded><![CDATA[<p>Absolutely 100% agree with you! (I was going to say 99.99% agree, but realised that would be spurious accuracy).<br />
In my strategy development work I&#8217;m always facing an absence of data in one place or another; sometimes a quick phone call can provide a reasonable guess, but where that fails I&#8217;m always willing to make an estimate myself. Actually, I quite often make two estimates:<br />
&#8220;I&#8217;d be very surprised if it was more than XX&#8221;<br />
and<br />
&#8220;It would be astonishing if it were less than YY&#8221;</p>
<p>The fascinating thing is that when figures like these are plugged into one&#8217;s strategic model of a business or opportunity, the obvious direction to take is rarely affected by whether the upper or the lower figure is used.</p>
<p>It also helps &#8211; in my view &#8211; to be completely open with clients about the need for estimates and the figures chosen; only if the management team really believe the strategic conclusion for themselves will they truly strive to deliver on the resulting plan. Showing its resilience &#8211; or sensitivity &#8211; can galvanise people into action, either to immediately act on the strategy, or to resolve the uncertainty before acting&#8230;</p>
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