This document discusses Brooks' Law and strategies for increasing the velocity of an agile team without adding more members. Brooks' Law states that adding more members to a late project will only make it later since new members require time from existing members and increase communication overhead. Instead of adding people, the document recommends ensuring team productivity, removing impediments quickly, focusing on sprint work, fixing structural problems, using true agile practices, empowering a single product owner, and increasing capacity through a second scrum team only if truly needed. It also provides tips for increasing velocity such as improving DevOps practices, scheduling slightly fewer points per sprint, reducing team size, increasing cross-functionality, and refining products effectively.
The primary metric in an Agile project is whether working software actually exists, and is demonstrably suitable for its intended purpose. This is determined empirically, by demonstration, at the end of every single iteration and product increment
All teams and projects are encouraged to pivot most of their measuring-attention to this fact. All other metrics are subordinate to that objective and the overriding goal of keeping the focus on rapid delivery of quality, working software.
Agile metrics: Measure and Improve:
Mattia Battiston (SKY) and David Leach (Reed Online) share their expert views on velocity, agile ROI, reporting and measuring impact.
Sponsored by Wemanity - www.wemanity.com - the agile driving force
Estimating is hard to get right;
Why is estimating hard to get right?;
Why do we need to estimate;
Agile estimating and planning;
Determine the teams velocity;
Identify features and stories;
Define stories or features;
Planning Poker;
Agile Release Plan;
What if you don’t know the teams velocity?;
Estimating from ideal team structure;
The effect of rework;
Proposals and SOW’s;
Seven Key Metrics to Improve Agile PerformanceTechWell
It’s been said: If you can’t measure it, you can’t improve it. For most agile teams burndown charts and some type of velocity measurement are all they are doing. However, with just a few more metrics, you can gain substantial insight into how teams are performing and identify improvement opportunities. Andrew Graves explores seven key metrics―Effort by Class of Service, Accuracy of Estimation, Cost per Point, and four others―to measure how your team is doing and make adjustments in real time. Andrew illustrates how to use these metrics to communicate progress to stakeholders. Discover how to use these metrics to identify and analyze trends that lead to performance improvement ideas and strategies. Learn how to use these seven metrics to monitor the impact of changes made to verify they are bringing the hoped-for difference.
The primary metric in an Agile project is whether working software actually exists, and is demonstrably suitable for its intended purpose. This is determined empirically, by demonstration, at the end of every single iteration and product increment
All teams and projects are encouraged to pivot most of their measuring-attention to this fact. All other metrics are subordinate to that objective and the overriding goal of keeping the focus on rapid delivery of quality, working software.
Agile metrics: Measure and Improve:
Mattia Battiston (SKY) and David Leach (Reed Online) share their expert views on velocity, agile ROI, reporting and measuring impact.
Sponsored by Wemanity - www.wemanity.com - the agile driving force
Estimating is hard to get right;
Why is estimating hard to get right?;
Why do we need to estimate;
Agile estimating and planning;
Determine the teams velocity;
Identify features and stories;
Define stories or features;
Planning Poker;
Agile Release Plan;
What if you don’t know the teams velocity?;
Estimating from ideal team structure;
The effect of rework;
Proposals and SOW’s;
Seven Key Metrics to Improve Agile PerformanceTechWell
It’s been said: If you can’t measure it, you can’t improve it. For most agile teams burndown charts and some type of velocity measurement are all they are doing. However, with just a few more metrics, you can gain substantial insight into how teams are performing and identify improvement opportunities. Andrew Graves explores seven key metrics―Effort by Class of Service, Accuracy of Estimation, Cost per Point, and four others―to measure how your team is doing and make adjustments in real time. Andrew illustrates how to use these metrics to communicate progress to stakeholders. Discover how to use these metrics to identify and analyze trends that lead to performance improvement ideas and strategies. Learn how to use these seven metrics to monitor the impact of changes made to verify they are bringing the hoped-for difference.
Agile Progress Tracking and Code Complete Date EstimationMichael J Geiser
Here are two tools that I found to be very effective in predicting Code Complete dates and the effect of scope changes and also tracking progress against a Development Plan over time
Background of measuring and metric usage is traditional waterfall projects, psychology of measuring, agile response to traditional metrics, and suggested agile metrics.
Kanban 101 - An Introduction to Planning with Little's LawJack Speranza
Sharing this presentation from our monthly series through Agile New England. This is a high-level introduction to planning and forecasting. The talk behind the slides is really more informative. If you'd like to learn more, connect with me.
Agile Metrics : A seminal approach for calculating Metrics in Agile ProjectsPrashant Ram
A seminal approach for calculating Metrics in Agile Projects. Overview, Analysis and Detailed Description of a proposed set of comprehensive metrics for Agile Projects.
How to measure a product development organization? Lean/Agile provides a fresh view on this. Kanban goes further and makes it VERY easy to measure. Learn what to look at and how.
Acceleration & Focus - A Simple Approach to Faster ExecutionProjectCon
#projectcon #agilecon
PROJECTCON | AGILECON Midwest 2019 in Indianapolis on May 10, 2019
Presenter: Michael Hannan
Acceleration & Focus - A Simple Approach to Faster Execution
Many articles & books emphasize the importance of focus to getting more done, but not many offer proven techniques to achieve big jumps in focus for entire teams—and thus accelerate the speed of execution dramatically. This session will provide a simple, common-sense method to achieve such acceleration for teams of any size, and at any scale.
Event Website: https://projectconevent.com
LinkedIn: https://www.linkedin.com/company/projectcon-llc
Facebook: http://www.facebook.com/ProjectConEvent
Twitter: http://www.twitter.com/projectconevent
YouTube: https://www.youtube.com/channel/UCLLG1SGPs1L5YLoFndvGGhQ
Instagram: https://www.instagram.com/projectconevent
Presentation Slides: https://slideshare.com/projectcon
Post Event Trailer: https://youtu.be/1_RzFBnZ7bo
ProjectCon AgileCon Project Management
In this article I will explore why I think that deadlines should never be communicated to the development teams, and why all deadlines are basically meaningless anyway.
Agile Progress Tracking and Code Complete Date EstimationMichael J Geiser
Here are two tools that I found to be very effective in predicting Code Complete dates and the effect of scope changes and also tracking progress against a Development Plan over time
Background of measuring and metric usage is traditional waterfall projects, psychology of measuring, agile response to traditional metrics, and suggested agile metrics.
Kanban 101 - An Introduction to Planning with Little's LawJack Speranza
Sharing this presentation from our monthly series through Agile New England. This is a high-level introduction to planning and forecasting. The talk behind the slides is really more informative. If you'd like to learn more, connect with me.
Agile Metrics : A seminal approach for calculating Metrics in Agile ProjectsPrashant Ram
A seminal approach for calculating Metrics in Agile Projects. Overview, Analysis and Detailed Description of a proposed set of comprehensive metrics for Agile Projects.
How to measure a product development organization? Lean/Agile provides a fresh view on this. Kanban goes further and makes it VERY easy to measure. Learn what to look at and how.
Acceleration & Focus - A Simple Approach to Faster ExecutionProjectCon
#projectcon #agilecon
PROJECTCON | AGILECON Midwest 2019 in Indianapolis on May 10, 2019
Presenter: Michael Hannan
Acceleration & Focus - A Simple Approach to Faster Execution
Many articles & books emphasize the importance of focus to getting more done, but not many offer proven techniques to achieve big jumps in focus for entire teams—and thus accelerate the speed of execution dramatically. This session will provide a simple, common-sense method to achieve such acceleration for teams of any size, and at any scale.
Event Website: https://projectconevent.com
LinkedIn: https://www.linkedin.com/company/projectcon-llc
Facebook: http://www.facebook.com/ProjectConEvent
Twitter: http://www.twitter.com/projectconevent
YouTube: https://www.youtube.com/channel/UCLLG1SGPs1L5YLoFndvGGhQ
Instagram: https://www.instagram.com/projectconevent
Presentation Slides: https://slideshare.com/projectcon
Post Event Trailer: https://youtu.be/1_RzFBnZ7bo
ProjectCon AgileCon Project Management
In this article I will explore why I think that deadlines should never be communicated to the development teams, and why all deadlines are basically meaningless anyway.
Chances are at this very moment you're procrastinating on something. We've all been affected by procrastination at one time or another, putting things off to another day or time. Find ways to deal with procrastination within this presentation.
A simple Introduction to Agile Project Management & How to get Started 4 Non-...Josephus AYOOLA
A training presentation I did for my previous team on how to manage projects the Agile way and also how to use Trello as a scrum board to manage their projects the agile way to achieve more in less time and be more productive.
Getting things done - A narrative summarySameer Mathur
A narrative chapter-by-chapter summary of David Allens Best selling book "Getting Things Done". Highlights the different models and workflows presented by Allen to generate stress free productivity
This book covers the project management basics in regards to creating a realistic project schedule. And it is not only about Gantt Chart or milestones. It is a thorough approach to making promises that you can deliver.
The way a development team operates has a huge impact on what it achieves. The methodologies used, practices, cross-functionality within the team, and communication styles, all have a definite impact on building the foundations of the team and the successful execution of a project. From estimations, resource management, managing project costs, keeping track of tickets on different boards, encouraging faster and smoother communication, adapting to change requests and everything else that it entails, every development team struggles to keep everything on track. And to be honest, no methodology seems to fit right and at times, we are left to wonder, do these methods actually make an impact? You find yourself busy with making estimations that don't match, reports that are far different from the forecast, you see your team moving tickets without a proper understanding of the end goal of the product, and trying to keep a clear line of communication within the team and with the client. Have you been frantically searching for a method that collects the pros from different methodologies and empowers the team to execute a project faster and better without losing sight of the business aspect of the product? Join and discover.
Run at Agile Games 2015 in Boston, this is a joint pack to run in an hour and a half two games - Sudokuban (a game about learning how to do Kanban) and the Agile Values game (which utilizes the Marshmallow Challenge).
More information on Sudokuban can be found at: http://www.unbounddna.com/resources/agile-games/sudokuban-a-kanban-in-action-puzzle-game/
Throughout the course of history mankind has sought to develop new ways to record, track and make better use of time. From the invention of the sundial to the introduction of the modern calendar, the need to responsibly understand and manage time has been a concern to individuals, both in their professional and personal lives, for thousands of years.
Wrap up the rest of the year with smoother well-defined projects and a toolbox of skills and resources to help you organize and bring projects to life. Whenever you are putting a project together, it is essential to keep timelines in check, follow up, and watch out for scope creep. In this webinar, Brian Pichman will discuss different project management techniques and tools to help you not only have a successful project but more importantly, a well defined and detailed project launch. By having a solid foundation and a few easy-to-use tools, you can significantly reduce that project management stress and be more excited for the next project you tackle!
CAL I is an introductory, educational course that consists of in depth leadership development learning objectives across five categories. The goal of CAL I is to bring awareness of agile leadership thinking, focus, and behaviors; and to start (or meet where they are) the agile leader on their learning journey. CAL I is your stepping stone to CAL II, which continues your journey with a deep dive into your leadership development practice and success.
Métricas: Delivered Defect Rate y Cost of ReworkEmiliano Grande
El Delivered Defect Rate (DDR) es una métrica para entender la calidad asociada a un compromiso determinado. El Cost of Rework (CoR) mide los costos asociados a la mala calidad de los productos entregados.
Métricas: Input Volatility y Change Request ImpactEmiliano Grande
Input Volatility permite medir la relación entre los cambios formales y el número total de requerimientos.
Change Request Impact mide el tamaño de las solicitudes de cambio aprobadas contra el tamaño del Proyecto.
Métricas: Cost Performance Index y Schedule Performance IndexEmiliano Grande
El CPI mide la eficiencia basada en el esfuerzo y el SPI Muestra si el Proyecto está avanzando según lo que fue calendarizado. Se puede utilizar para determinar si el Proyecto se completará a tiempo suponiendo que las tendencias actuales continúen. Mientras el CPI muestra información presupuestaria el SPI muestra información sobre la calendarización.
Un Problema es un evento que ya se ha producido y, de no tomarse una acción, podría tener un efecto adverso en los objetivos del Proyecto.
La Gestión de los Problemas es el proceso de identificación, clasificación, categorización, documentación, análisis, resolución, seguimiento y escalamiento de los Problemas.
Este proceso permitirá a los Proyectos abordar con eficacia los posibles obstáculos para que alcancen el éxito.
El proceso debe garantizar que los Problemas se resuelven en el nivel adecuado y son comunicados correctamente.
La herramienta de Gestión de Problemas no está destinada a capturar las preguntas que podrían surgir en la etapa de diseño, los pendientes o las discusiones dentro del equipo.
La Gestión de Riesgos es la identificación, evaluación y control de las incertidumbres que pueden dar lugar a retrasos en las actividades planificadas generando desvíos u otras consecuencias no deseadas.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Senior Project and Engineering Leader Jim Smith.pdf
Agile Lesson
1. When things are going too slowly
Brook’s Law
Part 1: on-boarding a new takes the time of an existing person, and that new
person is not immediately effective
Part 2: more people = more communication points = more complexities
Part 3: it is not always possible to divide up a task. One elephant takes 22 months
to have a baby, ten elephants cannot have one baby between them in 2 months.
If it is looking like your programme,
project or team will not meet the next
agreed milestone, not meet a
contractual deliverable, or velocity is
too slow then the natural response is
to add additional team members.
As soon as you have these thoughts
that things are too slow, you have
two choices:
1. Get more people. They then
create work for your existing
people. Things get slower, you get
more people, you get more
behind schedule. Then you bring
in the “superhero fixer” who
dramatically changes some stuff,
reduces the people. In the
meantime the team felt
undervalued and the project cost
more than anyone wanted!
2. Realise you want to make choice
1 and don’t! Instead read this
guide now BEFORE you start you
project.
2. Okay, so I won’t add more people… but
what should I do?
• Make sure the team are productive
– see right some key things to
consider.
• Ensure impediments are being
removed quickly. Engage the
business and escalate to get this
done.
• Check the team is working on sprint
content, rather than other tasks.
• Fix any structural problems you
have, for example skill shortage,
inadequate architecture, etc.
• Make sure the project is actually
using Agile, appose to combing
some elements of Agile with
waterfall. For example is you are
using water-scrum-fall or mini-
waterfall, then this is likely to be
your problem.
• Is there one, and only one, Product
Owner who is empowered to make
decisions, does make decisions, is
present at all relevant meetings
and is close to 100% on the project.
• If all of these things have been
resolved, the team has a good
velocity, and is productive, then you
may consider carefully adding a
second scrum team to increase
capacity. However be warned, if one
team can do 20 points, two teams
will definitely achieve less than 39 in
the same time period.
Increase an Agile team’s velocity by:
• Dev Ops – ensure they are using
automated testing, build and
deploy.
• Schedule slightly less points per
sprint. For example if they typically
do 20, then schedule no more than
18. If they have time they can pick
up extra items, over achieve, feel
good, become more motivated,
work faster.
• Reduce the number of scrum
teams or number of people in the
scrum team (do you have too
many cooks)?
• Train the team to become more
cross functional.
• Ensure product refinement is
happening.