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.
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.
In this article for GCN, Doug Putnam takes a look at some of the common pitfalls that lead to project cost and schedule overruns and how parametric estimation can help government CIOs and their teams avoid these traps.
Don Beckett identifies five fundamental “laws” of software development that executives (and teams) should follow for software project success.
In this article for Contract Management Magazine, QSM's Gene Shuman identifies the key components of an effective staff build-up plan.
In a recent article for Government Computer News, QSM's Larry Putnam, Jr. leverages data from from the QSM Database to identify best practices for successful government projects.
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."