Scrum.org

AUGUST 17, 2020

People often fail to understand this fallacy because they underestimate how much of their behavior and their outcomes are influenced by randomness (Taleb, 2007). When teams estimate work, hearing an initial estimate is likely to “anchor” further estimates. How to reduce this bias. Examples in the workplace.

2015 219

2015 2014 2004 Influencer 219

Herding Cats

JULY 24, 2017

The paper on the Cone of Uncertainty is used by many in the No Estimates community as an example of why estimates are of little use. In this paper, there is data that does not follow the Cone of Uncertainty, in that the uncertainty of the estimates does not reduce as the project proceeds. Then there is some analysis.

2007 42

2007 2012 2006 2008 42

Epicflow Blog

JANUARY 12, 2021

As, for example, an IT project manager orchestrates IT projects and leads corresponding teams in their software development efforts. Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. You can guess their main focus of work by their titles. The industry a PM works in defines the specifics of projects. .

PMO 82

PMO 2007 Controlling Construction 82

Herding Cats

AUGUST 1, 2018

“Coping with the Cone of Uncertainty: An Empirical Study of the SAIV Process Model,” Da Yang, Barry Boehm, Ye Yang, Qing Wang, and Mingshu Li, ICSP 2007 , LNCS 4470, pp. 37–48, 2007. Shrinking the Cone of Uncertainty with Continuous Assessment for Software Team Dynamics in Design and Development,” Pongtip Aroonvatanaporn,”Ph.D.

2012 29

2012 2007 2010 2006 29

Herding Cats

MAY 10, 2019

requires making estimates) ? Project risk management: lessons learned from software development environment,” Young Hoon Kwak and Jim Stoddard,” Technovation , 24(11), pp. Estimation of Long?Term Project Risk Management: Lessons Learned from Software Development Environment,” Y. reducible and irreducible ?

Risk Management 38

Risk Management Risk Technical Review 2002 38

Herding Cats

MAY 11, 2019

This blog page is dedicated to the resources used to manage the risk encountered on software-intensive systems using traditional and agile development methods. Let's start with a critical understanding of the purpose of managing risk on software development projects. requires making estimates) ? Estimation of Long?Term

Risk Management 35

Risk Management Risk Technical Review 2002 35

Herding Cats

NOVEMBER 5, 2018

In a previous post, Why Johnny Can't Estimate , mentioned some resources for estimating, the principles of business and technical management that demand estimates be made to make decisions, and background on the sources of uncertainty, that create risk, that require estimating to increase the probability of project success.

Software Review 34

Software Review Technical Review Estimate Software Developers 34

Herding Cats

JULY 7, 2018

When this deciding takes place in the presence of uncertainty, we are not able to connect the causes found in the past with the effects that are possible in the future without estimating these possible connections between cause and effects [1].

2007 30

2007 Estimate Software Developers Software Development 30

Herding Cats

JULY 7, 2018

When this deciding takes place in the presence of uncertainty, we are not able to connect the causes found in the past with the effects that are possible in the future without estimating these possible connections between cause and effects [1].

2007 28

2007 Estimate Software Developers Software Development 28

Herding Cats

APRIL 4, 2019

So here are some books, handbooks, and guides that sit on my shelf that are used pretty much all the time on the Software Intensive System of Systems we work on. But when some statement is made about risk, estimating, performance modeling, or the like - always ask for references. Software Risk Management , Barry W.

Risk Management 43

Risk Management Risk 2003 2011 43

Herding Cats

MARCH 11, 2017

What happens if you shift focus from "accurate estimation" to "reliably shipping by a date"? . If your project has no uncertainty, there is no need to estimate. All estimates have precision and accuracy. Deciding how much precision and accuracy is needed for a credible estimate is critical to the success of that decision.

2003 46

2003 2014 2015 2011 46

Herding Cats

JANUARY 22, 2017

The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technical performance parameters). the beginning of a project, comparatively little is known about the product or work results, and so estimates are subject to large uncertainty.

Technical Review 28

Technical Review 2005 Estimate Software Review 28

Herding Cats

JANUARY 17, 2017

The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technical performance parameters). the beginning of a project, comparatively little is known about the product or work results, and so estimates are subject to large uncertainty.

Technical Review 28

Technical Review 2005 Estimate Software Review 28

Herding Cats

FEBRUARY 4, 2017

The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technical performance parameters). Estimates are needed but are subject to large level of uncertainty. The BLUE bars are the probabilistic ranges of the current estimate date.

Technical Review 28

Technical Review Estimate 2005 Software Review 28

Herding Cats

MARCH 4, 2017

Let's start with a clear and concise description of the problem of successfully managing projects in the presence of uncertainty: Accurate software cost and schedule estimations are essential for non-trivial software projects. As a software project progresses, more information about the project is known.

2010 28

2010 2007 Estimate Aerospace 28

Herding Cats

APRIL 16, 2019

Agile Software Development (#ASD). Those lessons are directly transferable to the management of software development teams. Parametric Project Monitoring and Control - Earned Value is an approach to Performance measurement for monitoring and controlling the progress of software development projects.

Technical Review 42

Technical Review Performance Measurement Underperforming Technical Team Governance 42

Herding Cats

JUNE 19, 2017

The Cone of Uncertainty is a framing assumption used to model the needed reduction in some parameter of interest in domains ranging from software development to hurricane forecasting. Of late, Cone of Uncertainty has become the mantra of No Estimates advocates claiming that data is needed BEFORE the Cone is of any use.

Technical Review 35

Technical Review Performance Measurement Underperforming Technical Team Estimate 35

Planio

JULY 22, 2020

If you’re also interested in Agile project management, pair the PMBOK with the PMI’s new Agile Practice Guide or our own Guide on How to Pick the Software Development Process that’s Right For you. Published date: 2007. Project Management for Humans: Helping People Get Things Done. Author: Brett Harned. Published date: 2017.

2020 148

2020 Underperforming Technical Team Technical Review Software Review 148

MPUG

OCTOBER 9, 2019

And so this is where agile kind of fits in and isn’t just necessarily only for software development. And remember, agile is kind of born out of the need for technical project management or in many cases, software development. But it is clearly not limited to just software. Am I getting the velocity?

Agile 40

Agile Technical Review Lean Underperforming Technical Team 40

MPUG

NOVEMBER 14, 2019

And during the 2007 and 2003 versions, we got a new way of creating reports. In 2007, it became in color. And please take note that we have resources in here, we have estimated work, we have duration, we have some completed tasks. But then Microsoft Project evolved. And it would transform that to an analytical cube.

2013 40

2013 Finance 2007 Software Review 40

MPUG

OCTOBER 24, 2019

So again, part of that Agile discipline is to help the teams be focused, to help them estimate and learn because in many cases, they’ve never done this work before. I can kind of plan and estimate. What’s deeper estimates?” So we can make these tables that say, “Hey, I’ve got story points.

Agile 40

Agile Technical Review Software Review Underperforming Technical Team 40