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.
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.
Don Beckett outlines four important actions that executives, PMO directors and program leaders can take to improve the predictability and success rate of their software development and enhancement projects.
Don Beckett identifies five fundamental “laws” of software development that executives (and teams) should follow for software project success.
In this article for GCN, QSM's Joe Madden explains how the five core metrics of software estimation make a powerful tool that can be used at each phase of the software acquisition life cycle to help government IT program managers make more objective, quantitative decisions.
In this article for Contract Management Magazine, QSM's Gene Shuman identifies the key components of an effective staff build-up plan.
In this article for Software Magazine, Doug Putnam and Taylor Putnam-Majarian demonstrate how top-down parametric estimation can be leveraged by organizations to manage capacity and demand effectively.
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 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.