17. Effect of Estimation Accuracy 100% >100% < 100% Target as a Percentage of Nominal Estimate Overestimation Underestimation Cost Effort Schedule Linear impact due to Parkinson’s Law Non-linear impact due to planning errors, upstream defects, high-risk practices
23. Myth #5 You Can Trade-Off Quality for Schedule or Cost
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25. Late Defect Correction is Expensive Phase That a Defect Is Created Cost to Correct Requirements Architecture Detailed design Construction Requirements Architecture Detailed design Construction Release 50-200X 1X Phase That a Defect Is Corrected 50-200X 1X
26. Fix More Defects Earlier! Phase That a Defect Is Created Cost to Correct Requirements Architecture Detailed design Construction Requirements Architecture Detailed design Construction Release 50-200X 1X Phase That a Defect Is Corrected 50-200X 1X Fix Here Not Here
27. Reduce Defect Cost Increase! Phase That a Defect Is Created Cost to Correct Requirements Architecture Detailed design Construction Requirements Architecture Detailed design Construction Release 10X? 1X Phase That a Defect Is Corrected 10X? 1X
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30. Myth #6 Customers and Management Want Rapid Development
31. Speed-Oriented Practices 6 Months: Nominal Schedule Competitor will release next version of their product Average Project “ Rapid” Project Risk of Overrun
32. Risk-Oriented Practices 6 Months: Nominal Schedule Beginning of Holiday Sales Season or Trade Show Average Project “ Rapid” Project Risk of Overrun
33. Visibility-Oriented Practices 6 Months: Nominal Schedule Risk of Overrun Average Project “ Rapid” Project Project review meeting where project is cancelled due to general nervousness
34. Myth #7 Smart Programmers Exert the Biggest Productivity Impact
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40. Myth #8 Software Processes Apply Only to Large, Old-Fashioned, Bureaucratic Projects
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42. Good Processes are Based on Common Sense Source: Telcordia Technologies: The Journey to High Maturity, Bill Pitterman, IEEE Software, July 2000 Quality Creative Chaos Mindless Chaos Mindless Bureaucracy Yes No Yes No Documented Process Common Sense
Churchill Joke -- “Churchill was asked if he didn’t start to get a big head because…” Woody Allen “We need the eggs” joke? -- seems appropriate for the “myths” topic Need to get Albertus font installed on this machine
These mistakes have been made so often and by so many different people that they deserve to be called ‘classics’.
These mistakes have been made so often and by so many different people that they deserve to be called ‘classics’.
These mistakes have been made so often and by so many different people that they deserve to be called ‘classics’.
From “A Correlational Study of the CMM and Software Development Performance” Dr. Patricia K. Lawlis, Capt. Robert M. Flowe, and Capt. James B. Thordahl , CrossTalk, September 1995
From “A Correlational Study of the CMM and Software Development Performance” Dr. Patricia K. Lawlis, Capt. Robert M. Flowe, and Capt. James B. Thordahl , CrossTalk, September 1995
From “A Correlational Study of the CMM and Software Development Performance” Dr. Patricia K. Lawlis, Capt. Robert M. Flowe, and Capt. James B. Thordahl , CrossTalk, September 1995
Message: it’s more important to get the right requirements than...
Message: it’s more important to get the right requirements than...
5 Why did I change the subtitle of the talk to “Taming Wild Software Schedules?” Why not just call it “Developing as Fast as Possible?” It’s because it turns out that there is a lot more to rapid development than all-out development speed. Kinds of Effective, Schedule-Oriented Practices Speed-Oriented Practices (Do 12 month project in 9 months) ( Evolutionary Prototyping, RDLs, Timeboxing, Outsourcing ) These are clearly needed, as the introduction illustrated. Schedule-Risk Practices (Contain 12 month project to 12 months) ( Change Board, Top 10 risks list, Design for Change ) These practices are for damage containment—for preventing big overruns Visibility-Oriented Practices ( Evidence that 12 month project will take 12 months) ( Miniature Milestones, Staged Delivery, Project Status on Intranet ) This is how organizations choose ill-suited practices They choose speed-oriented practices when what they really need to do is manage risk better, etc. The bottom line is that you need to employ all three kinds of practices within a well-considered framework
5 Why did I change the subtitle of the talk to “Taming Wild Software Schedules?” Why not just call it “Developing as Fast as Possible?” It’s because it turns out that there is a lot more to rapid development than all-out development speed. Kinds of Effective, Schedule-Oriented Practices Speed-Oriented Practices (Do 12 month project in 9 months) ( Evolutionary Prototyping, RDLs, Timeboxing, Outsourcing ) These are clearly needed, as the introduction illustrated. Schedule-Risk Practices (Contain 12 month project to 12 months) ( Change Board, Top 10 risks list, Design for Change ) These practices are for damage containment—for preventing big overruns Visibility-Oriented Practices ( Evidence that 12 month project will take 12 months) ( Miniature Milestones, Staged Delivery, Project Status on Intranet ) This is how organizations choose ill-suited practices They choose speed-oriented practices when what they really need to do is manage risk better, etc. The bottom line is that you need to employ all three kinds of practices within a well-considered framework
5 Why did I change the subtitle of the talk to “Taming Wild Software Schedules?” Why not just call it “Developing as Fast as Possible?” It’s because it turns out that there is a lot more to rapid development than all-out development speed. Kinds of Effective, Schedule-Oriented Practices Speed-Oriented Practices (Do 12 month project in 9 months) ( Evolutionary Prototyping, RDLs, Timeboxing, Outsourcing ) These are clearly needed, as the introduction illustrated. Schedule-Risk Practices (Contain 12 month project to 12 months) ( Change Board, Top 10 risks list, Design for Change ) These practices are for damage containment—for preventing big overruns Visibility-Oriented Practices ( Evidence that 12 month project will take 12 months) ( Miniature Milestones, Staged Delivery, Project Status on Intranet ) This is how organizations choose ill-suited practices They choose speed-oriented practices when what they really need to do is manage risk better, etc. The bottom line is that you need to employ all three kinds of practices within a well-considered framework
