closed loop - software estimation to delivery
DESCRIPTION
A check and balance approach to Software estimation to delivery using Scrum method via JIRATRANSCRIPT
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Closed Loop: Project
Estimation to Delivery
Ahsan SaleemEngagement Manager
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Closed Loop?
Closed loop refers to a check and balance approach to project delivery
As a services company we should measure certain metrics that guide project managers where and why projects go over (or under) estimated budget
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Presentation Agenda
1. Process
2. Metrics
3. Slippage Analysis
4. ‘Catch 22s’
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Process
1. Creating WBS
2. Estimating WBS
3. Creating project plan
4. Project kick-off
5. Executing sprints and gathering metrics
6. Analysis
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Creating WBSProcess – Step 1
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WBS Content
Think of project in modules/features, user stories and tasks
WBS is not just development
Testing, scripts, builds, product definition, UI work etc. are all part of WBS
Our estimation sheet automatically ads PM, testing, and bug fixing effort
Generally in mobile and web apps we can derive WBS screen by screen plus backend processes
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Sample WBS
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WBS Rules
WBS items should not base on un-documented assumptions
WBS item should define functionality and not a mere UI item• E.g. Login button IS NOT a WBS item
• Login feature (including UI) IS a WBS item
Ask maximum questions to client/sales team, lesser the assumptions better the WBS
Break bigger items that go over 2 days into smaller items
Too small an items are seldom useful e.g. 2 Hour tasks
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Estimating WBS
Process – Step 2
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Estimation Process
PM should create the WBS
Senior engineers should provide effort estimate
How to assign days/hours to a task?• Based on previous experience
• Avoid re-inventing the wheel and consider existing modules
• A very aggressive estimate is equally harmful as a very safe estimate
• Delivery team will be separate from estimate team so realistic estimates will help
Make detailed notes in assumptions column as it will greatly help the implementation team• Suggested modules
• Assumptions
• Suggested approaches
Ideally WBS items should directly translate into tickets
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Creating Project Plan
Process – Step 3
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Project Plan
A project plan will help layout overall picture of project start till delivery
Sprints can be derived from the project plan
Deviating from project plan is not a bad thing but you will be able to track it
MS Project Plan and OpenProj both decent tools for project plan creation
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Sample Project Plan
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Project Kick-OffProcess – Step 4
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Project Kick-Off Meeting
Introduce project team (internal and external i.e. client)
Discuss project requirements and WBS and identify gaps
Discuss with Sales/Engagement manager for gpas
Discuss deliverables
Discuss milestones and dates
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Executing Sprints and Gathering
MetricsProcess – Step 5
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Ticket Creation
WBS items should translate into tickets
WBS estimate should go into ‘Original Estimate’, even if you do not agree to its number value
Engineer should log actual hours worked on ticket and DO NOT manually change remaining estimate
PM should label on ticket in case the delta between original estimate and logged hours is more than 25%
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Use Time Tracking report to spot slipping issues
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Use labels to mark tickets that need analysis
Original estimate too tight/loose
• Who to judge: PM or a senior engineer
• Apply label Original-Estimate-Issue
Unclear or missed requirements from sales/estimation collateral
• Should apply label Missed-Unclear-Req
Scope change
• PM makes this call and applies a label on ticket; Scope-Change
You can search based on labels
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Utilize Sprint Retrospective Meeting
Retrospective meeting is a good time to touch base on tickets which went over and under initial estimate
PM should label/comment on tickets with implementation engineer’s consent
All major deltas should be communicated to Engagement Manager
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Slippage Analysis
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Using Interactive JIRA Graphs
Report can be generated for a Sprint or total project
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Issue Details
The query can be altered live for more analysis
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Report based on Assignee
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Report based on Component
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Catch 22’s
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Catch 22’s
The purpose of ‘Closed Loop’ is not a blame game, rather improve process and knowledge for overall company
The exercise should not be presented as a police activity so it does not discourage team members
The process will not work if engineer’s do not log hours or not put Original Estimates