> I'd think by and large you would evalute remote workers by theit work output
Which is what? Lines of code? I think that's even worse.
How do you determine how much work to assign someone if estimates are meaningless? How do you determine if someone is productive or is doing one hour's work per week?
Aside from insults, I don't really see any answers. Have you ever been in a PM role?
Again, if you adjust estimates as you're doing the work ... as in, it's more complex than you thought, so you adjust the estimate ... why are estimates a bad metric and what metric (something that can be quantified) would you recommend?
Uhm, I think you're reading my post a bit uncharitably. I don't think I insulted you, for instance.
I never said that estimates were meaningless, but they are tools for planning with high intrinsic uncertainty, and translating that uncertainty to evaluations gives unfairness. People are very sensitive to (perceived) unfairness and the idea that they will be treated so will give rise to resentment, not to mention incentives to game the system and overestimate. Hence endless bickering about points.
If agile failed for any reason it was misunderstanding human psychology.
Personally I don't think human performance in creative professions is well suited to quantified analysis, especially when team efforts are involved. So I don't really have an answer there.
Which is what? Lines of code? I think that's even worse.
How do you determine how much work to assign someone if estimates are meaningless? How do you determine if someone is productive or is doing one hour's work per week?
Aside from insults, I don't really see any answers. Have you ever been in a PM role?
Again, if you adjust estimates as you're doing the work ... as in, it's more complex than you thought, so you adjust the estimate ... why are estimates a bad metric and what metric (something that can be quantified) would you recommend?