For the subject of numbers around software projects Level 4 of the Capability Maturity Model (CMM) is da bomb: software as a Quantitatively Managed process. A quantitatively managed process is a defined (capability level 3) process that is controlled using statistical and other quantitative techniques. Quantitative objectives for quality and process performance are established and …
One of the subscribers of my newsletter brought one old rule of thumb to my attention (thanks Terry!). I almost forgot this one. It is known as the 1:10:100 Rule: the cost to fix a defect increases exponentially the later in the development lifecycle that it is identified. Photography by Absolutwade. A defect caught in …
Most development projects spend effort in creating specifications: functional, technical, detailed, global. Putting the designs in writing takes a lot of work, and it will not be used in the end result; specifications are supporting artifacts. So, the question if specifications are worth the effort is legit. Jeff Sutherland quotes some research in this area …
In my previous entry I discussed the underlying theories of plan-driven PM methods (based upon an article from Lauri Koskela and Greg Howell). I ended with the cliffhanger that I would inform you about the problems these theories generate… Tada… on with the show! We have the theory of project, management-as-planning, the dispatch model and …
It is amazing how few Project Managers that are trained in a certain method actually know the underlying theories that make up Project Management. Who cares? Whats the use? Well actually, every PM should care. If you know the ideas that are behind a specific method, you will easier learn it, and, more important in …