In families with three kids, the middle child always seems to get the short end of the stick. The first child gets all the attention for reaching every milestone first, and the third child will forever be the baby of the family, and the middle child gets lost in-between. Something similar happened with the U.S. manned space program in the 60s. The Mercury program got massive attention when America finally got their efforts safely off the ground, and Apollo naturally seized all the attention by making good on President Kennedy’s promise to land a man on the moon.
In between Mercury and Apollo was NASA’s middle child, Project Gemini. Underappreciated at the time and even still today, Gemini was the necessary link between learning to get into orbit and figuring out how to fly to the Moon. Gemini was the program that taught NASA how to work in space, and where vital questions would be answered before the big dance of Apollo.
Chief among these questions were tackling the problems surrounding rendezvous between spacecraft. There were those who thought that flying two spacecraft whizzing around the Earth at 18,000 miles per hour wouldn’t work, and Gemini sought to prove them wrong. To achieve this, Gemini needed something no other spacecraft before had been equipped with: a space radar.
Continue reading “Radar in Space: The Gemini Rendezvous Radar”
You sit there, irritation bubbling deep within as minute forty-five of the meeting ticks past on the clock in the corner of the office. Fight or flight is in a contest with your attention span as you struggle to keep an interested look on your face while they drone on. Real work could be done in this time. Maybe if you go to the bathroom you could sort of… fast forward the meeting. Panicked thinking continues for a bit until your awareness snaps back to the babble of words in the room.
“How long will it take you to do this?” the manager asks.
“A couple of days maybe?” You reply in turn. The manager nods and you take your escape. Little do you know that you have failed.
The project swerves out of control. Two days on the dot the manager is there expecting results. How? How did this happen again? It felt right! Two days is all you’d need to do such a simple project. It ended up taking a week.
The next meeting you say two weeks just to be sure. Everyone nods gravely, upset that something would take so long, but the work must be done. Two days later you sheepishly wander into the manager’s office with a completed project. He looks pleased but confused. The next meeting, he insists that you can do it in half the time. You and your fragile pride bowl ahead only to deliver late. The mystery!
This was my life until I started bugging the more experienced around me. I learned a lot from them and I ended up distilling it down into a few rules.
- There Is No Other Unit Than Hours
- Be honest.
- Get Granular.
- Promise a Range. Give a Deadline.
Why does someone want a time estimate? What are they going to do with this information? When working on a contract job it often feels like sticking a foot in a trap when a time estimate is given. Are they going to hold me to this? What if it goes wrong? After all, we are not fortune tellers. Unless the manager is extremely bad or you show yourself to be extremely lax in your duties, it is unlikely that a time estimate will be used against you.
Continue reading “Life On Contract: Estimating Project Time”