Well, this is the last chapter of the book. I still remember all the chapters like I read them yesterday (basically).
Talk about rushed endings. Though, I always felt some chemistry between Lahksa and Webster. I mean, who wouldn’t fall in love with their abductor? This is some Stockholm Syndrome type of stuff.
Despite the story being ‘just okay’ I think I got its point. The story is just a way of teaching a lesson, in this case, about management in software. I did learn and relate to tons of stuff. If they had layed out the topics like a highschool textbook, I probably wouldn’t be alive and writing about this right now. So, good for you, The Deadline!
While this chapter was a filler to end the story, we did see something referencing the last chapter which I didn’t cover in its respective blog post.
This is shown as Tompkins’ last entry (journal entry):
- A project needs to have both goals and estimates
- They should be different
The questions come from the last statement, where it says they SHOULD be different. It could make sense (speaking through my mind’s perspective): an estimate could be the objective and real calculation while the goal is the dreamy date that motivates you and you hope is finished by that date. But just HOW different can they be?
The way I see it. Your estimate is your hard deadline (hopefully it doesn’t get pushed back, but it can, everything’s possible). Your goal should be aimed at an earlier date, don’t know the details, but it shouldn’t be an exorbitant difference.
Now, should the estimate be kept secret from the workers? If they see the later date, they will feel comfortable enough for that one. I hate this, but it’s probably a good managing strategy (without abusing, of course).
Thanks again, book, for teaching me things I needed at the right time. And thanks, Ken, of course!