Posts Tagged ‘estimation’

Is Agile Broad Enough?

Friday, June 11th, 2010

It is widely accepted that Agile delivery demonstrateably adds value to software teams and their ability to bring software to fruition. There is however a question around whether Agile can achieve its full potential in the face of cultural resistance within the wider enterprise. For some there is now the acceptance that IT has the potential to be more than a cost burden; it is actually an avenue to compete more effectively in the market. IT is a strategic tool where projects with quantified business value deliver everything from streamlined internal processes to new customers through social networking sites. The better able the enterprise is in harnassing IT the better it will prosper, however it is not easy and they achieve varying degrees of success.

Set against a wider context of the end-to-end business process, actually delivering some working code comes far downstream. What needs to happen first? First ideas need to emerge in the organisation, gain momentum, become scoped, costed and valued and then, if all goes well, the initiative results in working system.

Given the project delivers a working service, we would be interested in a retrospective aimed at measuring success. For instance, certain assumptions were made regarding how much value the project would bring and how much it would cost to bring to fruition. We want to know whether it was ultimately worth taking this project forward once it has had a chance to ‘bed down’ because that information is valuable. Ideally a cycle can be established where the assertions and outcomes of initiatives are tested so that they may inform future estimation activity resulting in the ‘go/no go’ decision that governs all intiatives becoming more accurate. In this scenario, the estimates of future projects (cost and value) are compared with the resulting outcomes ultimately leading to the enterprise fully directing the IT function and reaping maximum competitive advantage.

Tags: idea management, governance, PMO, Programme management, Project management, effort estimation, value analysis, agile evolution

Estimation, Guesses and Lies

Monday, May 24th, 2010

I’m not talking about estimation of user stories during planning using ‘planning poker’. I’m talking about the big picture estimation during feasibility (I prefer the term ‘contemplation).The boss says ‘good idea, how much is it going to cost?’ Is this question supposed to go away? ‘Listen boss, just trust me, we’ll get started and see how we go, and if we don’t make any progress, just cancel the project.’ Fine if that’s the kind of company you work for. I’ve never worked for anybody who ever thought like that. Perhaps that’s a pity, but it’s my experience. No, they want to know how much it is going to cost upfront and it doesn’t matter that it’s it’s a pile of hooey. Everybody knows the number has effectively been plucked out of the air, and somehow it becomes the budget, and everybody’s disappointed when the real project bears no relationship to the estimate. Odd, a number based on a guess is wrong – who would have thought it. But it is still the case that if that is what the accountant types want, that is what you have to give them. So, instead of a completely random guess, wouldn’t you prefer to base the guess on something so instead of a wild guess it was an educated (OK, an ‘informed’ guess). Yes it’s hard, but that doesn’t mean it’s impossible, nor does it mean we can ignore it. It just means it’s hard. But, it is possible to get better at hard things – that’s why people practice at things. Nothing worth doing is easy – remember that old saying. I hated it when my mother told me that – but that doesn’t make it wrong.

So it could be that your estimates are today an illusion – they represent an illusion of control. In reality the business would be happier if they could keep their illusions of control and they’d be a whole lot happier if the illusions became more concrete over time. OK, so to start with estimates are rubbish, but it is possible that if a reasonable process were defined, and refined iteratively, with a meaningful feedback loop from projects completed, we could get better at it. This doesn’t mean years of analysis, we’re past that, but why can’t we have an accurate representation of what we want without cluttering it all up with mis-leading precision?

Human history is littered with stuff we don’t know, then we figured it out, and then we realised it was just a question of us not knowing – yet.