How to consistently and repeatedly reduce the possibility of a project being undersold in a fast-paced sales cycle?
Estimating correctly depends on:
Understanding the requirements
– Are they clear?
– Or do you have to factor in some assumptions?
Knowing how to build those requirements
– Is that a workflow or process builder? Or lightning flow?
– What logic is it using, and how many criteria?
– What is the performance tradeoff?
Knowing the capability of your team
– Are they all young graduates?
– Or are they old hand at this?
A lot of the above is trial and error. Learning from past experience.
You need to keep track as to whether your original estimation is correct.
JIRA and MS DevOps and other Agile or software tracking tool allows you to upload requirements, define the estimates, as well as putting in the actual time spent.
It pays to do some analysis to see if your technical solution for that piece of automation in the Partner Portal was correct, and whether those assumptions held.
Trial and error, and understanding your team capabilities, allow you to get better at estimating the build.
Always list down your assumptions:
– Using trigger to schedule execution so as not to interrupt Managed Package operations
– Using async operations as there is no need for real-time execution
These need to be present within the estimations in the proposal for a T&M project. Otherwise, the client might expect a high-end Tesla instead of that Ford Fiesta that the budget allows.
Set the expectations right.
Not doing so creates sets the relationship on the wrong footing.
It’s like a first date when you say you like football to impress him, but you really don’t.