Separate Estimating from Committing

A fundamental and common problem in many organizations is that estimates and commitments are considered equivalent. A development team (agile or not) estimates that delivering a desired set of capabilities will take seven months with the available resources. Team members provide this estimate to their manager who passes the estimate along to a vice president who informs the client. And in some cases the estimate is cut along the way to provide the team with a “stretch goal.”

The problem here is not the team’s estimate of seven months is right or wrong. The problem is the estimate was turned into a commitment. “We estimate this will take seven months” was translated into “We commit to finishing in seven months.” Estimating and committing are both important, but they should be viewed as separate activities.

I need to pick up my daughter from swim practice tonight. I asked her what time she’d be done (which we defined as finished swimming, showered, and ready to go home). She said, “I should be ready by 5:15.” That was her estimate. If I had asked for a firm commitment—be outside the facility by the stated time or I’ll drive away without you—she might have committed to 5:25 to allow herself time to recover from any problems, such as a slightly longer practice, the coach’s watch being off by five minutes, a line at the showers, and so on. To determine a time she could commit to, my daughter would still have formed an estimate. But rather than telling me her estimate directly, she would have converted into it a deadline she could commit to.

Don't let your estimates become commitments. Remember the difference between an estimate and a commitment and keep the two activities separate, educating management and customers as necessary. I talk much more about agile estimating and committing in my new book, Succeeding with Agile.

Get Free Estimating Book Chapters!

Get Free Estimating Book Chapters!

Please provide your name and email and we’ll send you the sample chapters and we’ll send a short weekly tip from Mike on how to succeed with agile.

Get my chapters now!


Mike Cohn

About the Author

Mike Cohn specializes in helping companies adopt and improve their use of agile processes and techniques to build extremely high-performance teams. He is the author of User Stories Applied for Agile Software Development, Agile Estimating and Planning, and Succeeding with Agile as well as the Better User Stories video course. Mike is a founding member of the Agile Alliance and Scrum Alliance and can be reached at If you want to succeed with agile, you can also have Mike email you a short tip each week.

The discussion here is closed but join us in the Agile Mentors Community to further discuss this topic.

Go to