Skip to main content

Good post on Estimation Best Practices

I read this short article about  estimation in Leading Answers and found that it covers in brief all that we need to know/to do – to arrive at  a good estimate.  This is so short that this can be printed on a single page and should be pasted next to you, where you can have a look at it as often as it is needed, so you don't forget the points mentioned.

The complete post can be read here.

Some of these point, are covered in detail  in mysticMundane. I have given the point from the post in  Leading Answers and the link to the corresponding post in mysticMundane below.

 8.     Be aware of common estimation omissions – Consult lists of common estimating omissions (such as Capers Jones’) and ensure these items are taken into account. Look back at retrospective notes for things that did not go so well, and tasks that were missed or ran late – make sure we include enough time for these.Please check here for the list of common mistakes done in software estimation.  

9.     Embrace reality early – As the project progresses, it is tempting to think development will get faster and faster now all the technical problems have been overcome. However don’t under estimate the load of maintaining and refactoring a growing code based. Especially if the system is now live; support, maintenance, test harness updates, and refactoring can quickly erode the velocity improvements anticipated, so use the real velocity numbers.  That a newer technology doesn’t give us the order of benefits it promises to do is discussed here

Comments

Popular posts from this blog

Kano Model of Customer Satisfaction - Notes to Self

Note: What follows is the notes taken from my study of Kano's model of Customer Satisfaction. I came across this model when i wanted to know if there was a structured approach that would help me prioritize features for software product development. 

To evaluate a product or service, following parameters are very important

The value provided - this helps attract customersThe Quality offered - This earns customer respectProduct or Service innovation - This helps differentiate from competition
But these are not perceived directly, but indirectly through the product and it's features. Kano's model help to group product features into 3 categories ( 6 categories, but only 3 are important) and there by makes it feasible to deliver value at a promised quality while offering innovation. 

The 3 important feature categories are 
Basic featuresLinear featuresExciters or DelightersBasic features are that must be present in the product to be successful. They are also referred to as must have…

Knowns, Unknowns and Project Management...

This article is a draft of a paper i started to write in september 2007 and left it where you see it today.  The purpose is to to come out with a conceptual framework through which “the knowledge needed to successfully execute a project” can be viewed and gauged and presents a brief outline of the same. As always comments are most welcome...
Financial Resources, Domain, Technology, Communication, Cultural Differences, Organizational Structure, Organizational Culture and Power Play within an organization are some of the factors that have an ultimate bearing on the success of a project.
All projects come in shades of grey is a fact that has to be acknowledged. For example, when we start a project, very rarely do we know everything about Project Requirement, Scope and other factors that impact the project. There will be lot of ambiguity and this ambiguity has to be accepted and put to proper use.
But the problem is that people usually look at these factors in black and white. This may be ac…

Aggressive Schedules - Few thoughts...

During my early years in the software industry, i used to look at people who worked in projects with aggressive schedules, in awe. The people working in such projects talked about, long hours, working week ends and heroic endeavors in their projects. The people who worked in such projects were given more awards and rewards, compared to others. i thought that this was the way to be.

After working in projects with aggressive schedules, I realized that what I saw was only the silver lining and there was a big dark cloud behind this ( talk about what experience can do for you). The common thread that linked all the projects was that all of them exhibited one or more of the following.
Project ended up delayed by more than 100% Project got cancelled Project got de-scopedProject has a high cost of maintenance.  Having been burnt up by working in projects with “Aggressive Schedules’, (henceforth denoted as AS), I understand that projects with aggressive schedules cause more damage than what we …