Leveraging QSM's industry database of over 13,000+ completed projects, Katie Costantini takes a high-level look at changes to software schedules, effort/cost, productivity, size, and reliability metrics from 1980 to 2019.
Doug Putnam examined 390 contemporary software applications of the same size, a significant portion of which used agile methods and tools, to see what matters more - staffing decisions or methodology. He discovered that while the additional staff reduced the schedule by approximately 30%, the software project cost increased by 350%. The additional staff also created 500% more defects that had to be fixed during testing. In this article, Doug Putnam identifies a staffing "sweet spot" and outlines a step-by-step planning process that uses predictive analysis and early estimation to more accurately account for staffing needs.
In this article for Project Manager Today, Larry Putnam, Jr. identifies five traps that the "overachieving" organizations are successfully avoiding, and better strategies that can be used in their place.
Employing a top-down estimation approach to project management can help organizations overcome boundaries and satisfy the three V’s of corporate success – vision, value, and velocity. This article, originally published in ISV Insights, takes a closer look at how this approach can work for software companies, particularly larger organizations, to help them improve project management, team collaboration, and development practices.
The Agile Round Table participants had several questions about measuring effort and productivity, and whether there are special issues around how to define and collect these metrics in an agile environment. In this article, Andy Berner identifies best practices for measuring effort and productivity in agile and discusses how the two are related.
In order to use a sizing unit other than SLOC in the SLIM tools, you must assign a gearing factor. For function points, gearing factors are discussed here. In this article, QSM's Andy Berner addresses ways of choosing a gearing factor for story points.
This article continues the focus from the previous article on determining size in a consistent enough manner across multiple products, projects, and agile teams so that you have good historical data on which to base an estimate. QSM's Andy Berner looks at other sizing units besides story points, in particular function points and source lines of code.
Part of QSM's Agile Round Table article series, the fourth article focuses on determining size in a consistent enough manner across multiple products, projects, and agile teams so that you have good historical data on which to base an estimate. It also shows how to apply these techniques with the SLIM Suite of products.
Aaron Jeutter, a participant in the QSM Agile Round Table from Rockwell Automation, presents the technique of “Big Rock Sizing.” This technique is used at Rockwell Automation for early sizing and estimating based on high level requirements that will be refined using agile techniques as the work progresses.
In the second article of QSM's Agile Round Table series, Andy Berner explains why setting goals for consumable value and estimating what it takes to reach those goals are both needed to guide the choices every organization needs to make about what to develop and how to allocate resources.