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.
A recent initiative put forth by the DoD was to improve its estimation process by leveraging historical data collected from forensic analyses of recently completed software development efforts. This article by Taylor Putnam-Majarian and John Staiger, discusses (1) some of the challenges faced throughout this initiative, (2) the data collection process, and (3) how one can leverage data to improve cost estimates. This article was originally published in Crosstalk Magazine.
In this article originally published in SD Times, Doug Putnam outlines best practices for establishing an Estimation Center of Excellence.
This case study for Agile Connection by QSM's Taylor Putnam serves as an example of how adopting agile can be extremely beneficial to an organization, as long as situational factors are considered.
In this article originally published on Agile Connection, QSM's Larry Putnam, Jr. turns to cold hard data from completed projects in the QSM database to determine whether big agile is "enterprise savior or oxymoron."
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.
This study looks at the QSM software project database and examines a set of validated projects counted in function points that have completed since the year 2000 to see what they tell about productivity, schedule, and staffing.
How many people should I use on my development team?
What actions can I take that will have an immediate and lasting positive impact on my development project(s)?
There are also some strategic (longer term) capital investments we can make and some process improvement policies we can adopt that will have a large impact on reducing cycle time, cutting costs, and increasing quality on future projects. The benefits of these actions can be quantified through the notion of process productivity.