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Let's look at another estimation method,
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the Delphi technique.
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Named for the Oracle of Delphi in Ancient Greece.
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The Oracle of Delphi lived in a cave,
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and had the magic ability
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to answer any question about the future.
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It had a cute trick though.
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It would phrase the answer in such a way
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that no one could understand it,
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until the future event arrived.
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When suddenly it was obvious
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the prediction had been correct.
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The modern Delphi technique was
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invented by the RAND corporation in 1948,
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and the chief feature is the gathering
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of a group of experts to get a better result
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than a single guess.
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Delphi can be used for estimating deliverable time and cost.
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However, it's primarily used to estimate
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risk probability and time,
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where there's often little other information to go by.
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The process works like this.
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Gather your core project team,
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or a special group of subject matter experts
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if assessing a domain-specific item
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such as a group of construction personnel
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if assessing a construction risk,
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and provide them with all relevant information.
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Each member then writes down their estimate
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on a piece of paper.
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Here's a key value of the technique,
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everyone then reveals their estimate at the same time.
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Removing the significant influence of early estimates
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on later ones, if you had gone around the table.
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You might think you wouldn't change your estimate
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if you heard others first,
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but studies show the effect is very large.
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This is why when supreme courts
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first meet to discuss a case,
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the first time they get the justices in a room
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to exchange views,
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the most junior justice speaks first,
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then the next most junior,
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then the next,
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until the most senior judge speaks last.
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By all having all members write down their estimate
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and then turn them over all at once,
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Delphi estimation gets everyone's real views
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out on the table.
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Each member then discusses their reasoning
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behind their estimate.
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Others ask them questions as appropriate,
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then you iterate,
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each member writes down their next estimate,
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everyone reveals them all at once,
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and everyone discusses the reasons
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for their updated number.
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Usually less than five rounds are needed
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to get a consensus estimate.
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The process works quite well in practice.
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If the estimates are all within 10% or after five rounds,
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you can then average the numbers.
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This technique really works well.
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However, if the team is new to it,
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you should brief them on the process first,
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and emphasize the goal is not to win
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by talking the others into your estimate,
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but to share knowledge and factor it
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into your updated estimates for each round.
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Delphi produces a much better
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and much more defensible estimate
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than an individual guess.
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As a rule of thumb,
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it gives you a number with about
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plus or minus 33% accuracy.
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Delphi is often the best technique
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for estimating risk time and percentage.
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But once again, if the project really counts,
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use activity breakdown
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for deliverable estimating.
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