I've worked with tons of non-technical middle managers. The real trick is to not budge on estimation math.
P=Programmger M=Manager
Bad one: P.Here is the estimate. M.I want it done faster. P.Okay cut things. M.No. P.Well, it will still be done according to the estimate, as that's math. We have to change what we're doing to shorten the estimate, we can't just arbitrarily shorten it. M. I expect it done in 70% of the time on the estimate. All Done. Or Else.
Okay one: P. Here is the estimate. M. I want it done faster. P.Okay cut things. M.Take out so and so and do so and so less well.
Good one: P.Here is the estimate. M.What are things we can do to shorten this? P. Okay, we can de-risk items 1, 2 and 17 by limiting the requirements to X, and we can save a ton of time if we drop the requirement we can display right to left languages as well. M. Let me run the first thing by the client. M. The second won't fly, but even 10% is good.
I've worked with some EXCELLENT ones as well as some so so and some poor ones. The real trick is: Remember, their boss probably ALSO thinks they're not that good if they pull crap on their reports. Push back, and do well because of it.
It seems to me that the Programmer is also much better in the "Good one" scenario. Maybe not all the blame for a problematic relationship lies on one side?
While your point is true, which is why I am encouraging programmers to say no to schedule lying, my point was poor non-tech managers talk down to and contradict their highly paid experts, rather than use them to solve their problems.
Yes, programmers can fix this to some degree (the last chapter of the art of software estimation is great for teaching this), lots of these changes are something management has to do.
P=Programmger M=Manager
Bad one: P.Here is the estimate. M.I want it done faster. P.Okay cut things. M.No. P.Well, it will still be done according to the estimate, as that's math. We have to change what we're doing to shorten the estimate, we can't just arbitrarily shorten it. M. I expect it done in 70% of the time on the estimate. All Done. Or Else.
Okay one: P. Here is the estimate. M. I want it done faster. P.Okay cut things. M.Take out so and so and do so and so less well.
Good one: P.Here is the estimate. M.What are things we can do to shorten this? P. Okay, we can de-risk items 1, 2 and 17 by limiting the requirements to X, and we can save a ton of time if we drop the requirement we can display right to left languages as well. M. Let me run the first thing by the client. M. The second won't fly, but even 10% is good.
I've worked with some EXCELLENT ones as well as some so so and some poor ones. The real trick is: Remember, their boss probably ALSO thinks they're not that good if they pull crap on their reports. Push back, and do well because of it.