Client Engineering is not able to say when an issue will be complete, until it has started. By using estimation techniques, we can begin to answer (in a given week) which specific issues we can expect to complete in that upcoming week.
The method that we use to determine this is somewhat prone to error/revision (as we uncover unexpected implementation hurtles) , so we tend to estimate high in order to set attainable expectations.
To provide a modicum of transparency into this process, I will outline a generally actionable approach to scheduling:
In any week (with our current headcount) we have ~{26} points to allocate
to all of Intellum's Client Engineering needs. Holidays, Events, Boost, PTO, or
a long running Issue, can detract from that count at ~{6} per person day. Any
internal stakeholder can ask the Director of Client Engineering for an LOE (
a point valuation for the issue). That information can be used by the 'VP of Account
Strategy and Implementation' and 'Manager of Solutions Engineering', to help inform
the priorities and rough schedule for the upcoming weeks, but does not
constitute a commitment by Client Engineering.
Sizing an Issue and scheduling (or more importantly, providing a delivery commitment) are two independent actions. The latter can only be accurately estimated after the Engineer has commenced working on the issue (and surprises are common even then)
The points mentioned above roughly represent the following amount of time:
{1}less than four hours{2}one day or less{3}up to two days (±0.5),{5}somewhere between 2-4 days{8}up to 5 days
{13}up to a week and a half{21}up to two and an half weeks
At the completion of every Issue, Client Engineering will update the Issue with a size that represents the actual amount of work provided. This can be used to inform future projects of similar scope.
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