This article, originally published in Projects at Work, identifies three ways to maximize estimating efforts — before, during and after your project is complete.
In a recent article for Projects at Work, QSM's Don Beckett identifies seven principles, based on comprehensive studies, that leaders must support and uphold to help create an environment in which projects can succeed. Ignoring them practically guarantees failure.
Can advances in data-driven estimation turn software project failure into a distant memory? Well, if learning from experience is the key to success, imagine what you could do with real-time access to three decades of research, thousands of projects and more than 600 industry trends.
Many agile teams assume that their velocity will be constant. In this article, QSM's Andy Berner explains why that’s not the right expectation--and how that affects how you use this metric.
For an agile project to progress smoothly, the backlog must be groomed and ready for each sprint. That work must be included in your project plan. This article gives you five points to consider when planning that work.
In this article, originally published on Projects at Work, Laura Zuber explores the benefits and best practices of collaborative estimates.
How can we estimate a project in advance, while still maintaining the ability to manage the backlog in an Agile manner? In this article, Andy Berner answers that question, compares release-level estimation to the techniques used for iteration estimation, and gives some pointers on getting started with release estimation in an Agile environment.
How can I possibly estimate the size of something I’ve never done before?
The modern computing environment poses many challenges. Foremost among them is addressing totally new technologies. Trying to figure out how “big” computer programs are has challenged software engineering since its inception and is further complicated by the aforementioned dynamic nature of technology.
How can I quantitatively evaluate potential suppliers and determine whether or not a potential supplier is likely to perform as promised?
What will happen to your date-dependent software when the year rolls from 1999 to 2000?
There is no doubt that the millennium date change problem is huge. Thus according to Gartner Group’s strategic planning assumptions: