Skip to main content

Project Success Sliders

What do you do when the Product Solutions Director comes to you and suggest that she would like a product delivered within a 5% error on the delivery date?

One suggestion is to run through a thought experiment with her.  For example:  Let's assume this is a project that will take about 6 months.  Let's base the schedule on a 180 day time line.  So you desire us to hit that 180 day target from six months away to within 5%.  OK that's 0.05 * 180 = 9 days.  Now is that a plus or minus 5% or a 5% range?  Or in absolute terms for this example do I have to be within 171 - 189 days (+/-5%) or within 176 - 185 days (5%).  So to continue this example, consider a team doing 2 week sprints.  This would equate to 12 - 13 sprints with one sprint error.

by Mountain Goat Software
But perhaps more important is what this one prime aspect of project success says about the other aspects of the project.  So lets try to balance the project success aspects with the schedule being the one most important aspect.  Given that the aspects must balance (rules of the game), then one can choose only one other high important aspect and most leaders chose quality.  This will give a picture something like this.  Meaning that the four aspects of the typical iron triangle (schedule, cost, scope & the unchanging quality) with an emphasis on schedule will lead to cost and scope changes (increased cost and decreased scope).  And what happens when the leadership doesn't increase the cost and decrease the scope?  Well, that quality on the inside of the iron triangle that no one wishes to degrade is .... well, degraded -- while everyone says that it is not.  And that folks, is how one creates design-dead legacy applications in six months.


References:

Mike Cohn created the web based interactive project success sliders shown above; described in the book Radical Project Management by Rob Thomsett.

Post a Comment

Most Popular on Agile Complexification Inverter

David's notes on "Drive"

- "The Surprising Truth about what Motivates Us" by Dan Pink.

Amazon book order
What I notice first and really like is the subtle implication in the shadow of the "i" in Drive is a person taking one step in a running motion.  This brings to mind the old saying - "there is no I in TEAM".  There is however a ME in TEAM, and there is an I in DRIVE.  And when one talks about motivating a team or an individual - it all starts with - what's in it for me.

Introduction

Pink starts with an early experiment with monkeys on problem solving.  Seems the monkeys were much better problem solver's than the scientist thought they should be.  This 1949 experiment is explained as the early understanding of motivation.  At the time there were two main drivers of motivation:  biological & external influences.  Harry F. Harlow defines the third drive in a novel theory:  "The performance of the task provided intrinsic reward" (p 3).  This is Dan Pink's M…

What is your Engagement Model?

What must an Agile Transformation initiative have to be reasonably assured of success?

We "change agents" or Agilist, or Organizational Development peeps, or Trouble Makers, or Agile Coaches have been at this for nearly two decades now... one would think we have some idea of the prerequisites for one of these Transformations to actually occur.  Wonder if eight Agile Coaches in a group could come up with ONE list of necessary and sufficient conditions - an interesting experiment.  Will that list contain an "engagement model"?  I venture to assert that it will not.  When asked very few Agile Coaches, thought leaders, and change agents mention much about employee engagement in their plans, models, and "frameworks".  Stop and ask yourselves ... why?

Now good Organizational Development peeps know this is crucial, so I purposely omitted them from that list to query.

One, central very important aspect of your Agile Transformation will be your Engagement model.  

Exercise:: Definition of Ready & Done

Assuming you are on a Scrum/Agile software development team, then one of the first 'working agreements' you have created with your team is a 'Definition of Done' - right?



Oh - you don't have a definition of what aspects a user story that is done will exhibit. Well then, you need to create a list of attributes of a done story. One way to do this would be to Google 'definition of done' ... here let me do that for you: http://tinyurl.com/3br9o6n. Then you could just use someone else's definition - there DONE!

But that would be cheating -- right? It is not the artifact - the list of done criteria, that is important for your team - it is the act of doing it for themselves, it is that shared understanding of having a debate over some of the gray areas that create a true working agreement. If some of the team believes that a story being done means that there can be no bugs found in the code - but some believe that there can be some minor issues - well, …

Refactoring - examples from the book

Martin Fowler's book Refactoring:  Improving the Design of Existing Code has a simple example of a movie rental domain model, which he refactors from a less than ideal object-oriented design to a more robust OO design. Included in this Refactoring_FirstExample.zip Zip file are the Java source code files of the Movie, Rental, and Customer classes. Along with a JUnit CustomerTest class. Using these example source files you too can follow along with the refactoring that Fowler presents in the first few chapters of his book.


Metrics for a Scrum Team (examples)

What metrics do you collect to analyze your scrum team?

We live in a world of data and information.  Some people have a mindset that numbers will diagnose all problems – “just show me the data.”  Therefore many directors and senior managers wish to see some list of metrics that should indicate the productivity and efficiency of the Scrum team.  I personally believe this is something that can be felt, that human intuition is much better in this decision realm than the data that can be collected.  However, one would have to actually spend time and carefully observe the team in action to get this powerful connection to the energy in a high-performing team space.  Few leaders are willing to take this time, they delegate this information synthesis task to managers via the typical report/dashboard request.  Therefore we are asked to collect data, to condense this data into information, all while ignoring the intangible obvious signals (read Honest Signals by Sandy Pentland of MIT).
What if …