# The Power of Unconstrained Estimates By:: [[Ross Jackson]] 2023-10-03 Often, within organizations, those in management will convey to analysts a desire for an estimate that aligns with their preferences. This discussion usually occurs when the analyst presents to management the results of one’s analysis. The conversation and action and subsequent debate between management (M) and the analyst (A) goes something like this: A: As you can see, the estimated value is X M: I was hoping that the number would be closer to Y A: Well, X is the constrained estimate. I can take another look and come back with an unconstrained estimate M: Great! Let’s do that. Is two weeks enough? Let’s reconvene then. Two weeks pass, and the analyst returns with a revised estimate to management. A: As you can see, the unconstrained estimated value is Y M: Excellent! I appreciate you taking the time to reexamine the numbers A: Of course. M: By the way, you mentioned that this is an unconstrained estimate A: Yes, the original estimate was constrained M: What is it constrained by? A: Reality Analysts will frequently be asked to reexamine estimates to get them closer to management’s expectations and desires. An analyst, of course, can get the number to anywhere. It all comes down to assumptions. Once one is unconstrained by reality, one can tell management whatever they want to hear. Such a situation is as absurd as it is common. #### Related Items [[Estimates]] [[Management]] [[Analytics]] [[Work]] [[Reality]] [[Constraints]]