In the interest of supporting the software development industry, the following resources are available free of charge.
The Importance of Continuous Tracking
By Larry Putnam, Jr. ( August 2016 )Developing early software project estimates is an industry best practice, but creating those estimates is only half the battle when it comes to improving productivity. By continually keeping the pulse of a project—measuring performance against estimates and adjusting when necessary—teams can gain valuable insight into their software development processes. This insight can be leveraged in future development cycles, leading to more efficient production and a better bottom line. Estimates are just the beginning. In this article for Project Times, Larry Putnam, Jr. explains how project tracking, reforecasting, and post project review are three valuable strategies teams can employ to monitor the development process and improve outcomes.
Read the articleHow a Center of Excellence Can Help Teams Develop Excellent Software
By Doug Putnam ( June 2016 )The ways that enterprises handle software development have changed immensely over the past couple of years. But as many organizations are upending traditional business cultures as they strive for greater collaboration, some core principles remain the same. Business stakeholder requirements need to be delivered within a reasonable timeframe and budget, with a good user experience and solid return on investment. By implementing an Estimation Center of Excellence, organizations can ensure that their projects remain on track, even (or perhaps especially) in highly agile environments. In this article originally published in SD Times, Doug Putnam outlines best practices for establishing an Estimation Center of Excellence.
Read the articleSizing Matters
By Jay Daniel ( May 2016 )Agile is about adapting to change, not completely abandoning documentation or dismissing helpful planning and estimating inputs. In this article for Projects at Work, QSM's Jay Daniel explains how the benefits of an agile approach can shine brighter when used in conjunction with a fundamental development practice such as sizing.
Read the article5 Core Metrics to Reduce Outsourced Software Project Failure
By Joe Madden ( April 2016 )Outsourcing was supposed to make government IT executives’ lives easier. Yet in too many cases, it's had the opposite effect, leading to cost overruns, inefficiencies, and solutions that do not work. 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.
Read the articleAvoiding a Doomed Software Project by Checking the Staff Build-up Plan
By Gene Shuman ( February 2016 )The staff build-up plan defines how many, what kind, and when staff are needed for the entire project. Too many or too few, bringing them on too early or late, employing the wrong mix of expertise or experience - avoiding all these pitfalls with a staff build-up plan will ensure a successfully staffed project. Reviewing proposals for a complex project, such as major software development or support, is a challenging activity. Since labor is the major cost and feasibility determinant for such projects, requiring the submission of a "staff build-up plan" and verifying its realism is crucial in determining whether a proposed project can realistically succeed. In this article for Contract Management Magazine, QSM's Gene Shuman identifies the key components of an effective staff build-up plan.
Read the article10 Steps to Better Software Project Metrics
By Carol Dekkers ( August 2015 )An effective software measurement program is a long-term investment, not a quick fix. This article, originally published in Projects at Work, identifies 10 steps to ensure your organization's metrics deliver a positive return on that investment, from more accurate cost and schedule estimation, to streamlined processes and better insights into current and future commitments.
Read the articleAn Updated Software Almanac
By Phil Armour ( July 2015 )Software projects can be so complicated and so different from each other that predicting whether they will succeed or fail can be as difficult as forecasting the weather or picking winning stocks. Will the project entirely fulfill its goals? Will it deliver some value at a higher cost or later than desired? Or will it just crash and burn leaving the exhausted survivors to lick their wounds, bury the dead bodies, and shred the evidence? Courageous efforts are being made to collect and codify the data that is available, to try to spot what trends are occurring in the industry, and to provide some useful guidelines for managing the business of software. Industry expert Phillip G. Armour highlights the importance of the QSM Software Almanac: 2014 Research Edition in his recent article for Communications of the ACM.
Read the articleFull-Circle Estimating
By Doug Putnam ( June 2015 )While creating estimates is a fundamental step toward improving productivity on software development projects, it is not enough. In this article, recently published on Projects at Work, Doug Putnam and Taylor Putnam-Majarian present a full-circle model that organizations can apply to track actual performance against estimates, reforecast when significant changes occur, and then continually refine the process through post-mortem assessment.
Read the articleFailing with the Best Intentions
By Doug Putnam ( April 2015 )Enterprise application capacity planning is a difficult juggling act. On one side of the equation you have business demand, looking for innovative technology to help improve business performance and increase profitability. The IT organization stands on the other side of the equation, responsible for satisfying these demands. The capacity of this team is limited by the organization’s facilities, the number of developers and their specific skills, and the infrastructure and tools they use. This leaves the business and technology executives in the unenviable position of trying to balance the demand for IT development with the current capacity levels. 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.
Read the articleEstimate Before, During, and After the Software Project
By Larry Putnam, Jr. ( October 2014 )A common misperception is that an estimator’s job is done after a software project’s parameters are set. On the contrary, software estimation should be conducted throughout the project lifecycle to reflect inevitable changes and to improve estimates on other projects. This article, originally published in Projects at Work, identifies three ways to maximize estimating efforts — before, during and after your project is complete.
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