Yes, You Should Estimate Software Projects

Gergely Orosz presents a pragmatic defense of software project estimation, arguing that 'estimates and deadlines are great for getting things done' as they heavily incentivize teams to focus. The case for estimation rests on three pillars: providing business focus (most organizations are date-driven and need timeline expectations), improving team performance (deadlines drive efficiency and force prioritization), and building stakeholder trust (good communication about delays matters more than perfect estimates). Recommended approaches include practicing estimation consistently, communicating proactively about potential delays, reflecting on why previous estimates were inaccurate, using time-boxing for uncertain work, and focusing on risk reduction principles over rigid methodologies. Engineering leaders will learn that estimation creates urgency, forces ongoing conversations about scope and value, helps teams cut less important features, drives faster learning about project unknowns, and demonstrates reliability and professionalism. While acknowledging estimation's challenges, Orosz emphasizes that avoiding it entirely means missing opportunities to improve project management skills and team performance—the goal isn't perfect predictions but continuous improvement in understanding and communicating project complexity.