When a project goes over schedule, costs too much money, or doesn’t deliver the desired functionality, business leaders may wonder what could have been done differently. Ask a professional estimator. Often, these are the people holding the crystal ball - those charged with planning and assessing the project before it even gets off the ground. We recently polled our own seasoned estimation experts at QSM to find out their thoughts.
In this white paper, Kate Armel explains where general purpose estimation tools can help you quickly create and revise estimates, establish repeatable estimation processes, sanity check plans against proven performance, and mitigate known – and hidden - Cloud migration risks.
Doug Putnam examined 390 contemporary 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 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.
In this article for Software Executive Magazine, Larry Putnam, Jr. explains how focusing on scope-based estimates, agile forecasting, and smaller teams will help your development team deliver products on time and according to budget.
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.
Like their software counterparts, IT infrastructure projects are more likely to be successful — more efficient, secure, and reliable — when accompanied by robust estimation and planning processes. In this article for ProjectManagement.com, Larry Putnam, Jr. and Joe Madden identify best practices for applying parametric estimation to IT infrastructure projects.
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.