Introduction to three-point estimation technique for software development, and learning to apply it in 10 steps with an example project.
Lightning talk given at Warsaw Ruby User Group in June 2019. ( https://www.youtube.com/watch?v=csVCEsf-1uQ )
For better quality, please download the presentation
Parametric estimation is one of the four primary methods that project companies use to produce estimates for the cost, duration and effort of a project.
For parametric estimation, the person in charge of the estimates will model (or describe) the project using a set of algorithms. For instance: let’s say that your project includes carrying out a survey of 300 people. Each interview contains 20 multiple-choice questions, and past experience has shown that they take 10 minutes to administer. According to parametric estimation, the total effort for this task will be:
E = nb of interviews × 10 minutes = 3000 minutes = 5 hours
Parametric estimation is one of the four primary methods that project companies use to produce estimates for the cost, duration and effort of a project.
For parametric estimation, the person in charge of the estimates will model (or describe) the project using a set of algorithms. For instance: let’s say that your project includes carrying out a survey of 300 people. Each interview contains 20 multiple-choice questions, and past experience has shown that they take 10 minutes to administer. According to parametric estimation, the total effort for this task will be:
E = nb of interviews × 10 minutes = 3000 minutes = 5 hours
Critical Path Method Presentation provides a basic concept about what is critical path and how it is calculated. Term 'critical path' is used not only in Business but also in engineering, mathematics and project management.
A replicated study on agile team velocity in story and function pointsHennie Huijgens
Together with Delft University of Technology, Goverdson performed research on the backgrounds of two many used size metrics, Story Points and Function Points. Can both measurements be used together, or should you use one-of-both? Can Story Points and Function Points be compared? Learn all about it in this presentation, as presented at the 5th Workshop on Emerging Trends in Software Metrics (WETSoM 2014) in May 2014, in Hyderabad, India.
Using Data Analytics to Bridge the Gap between M&V 1.0 and 2.0Zondits
Isaac Wainstein, Patrick Hewlett, and Paul Dobrowsky - ERS
AESP 2017 National Conference: Session 5B: Evaluation
Summary: Successful implementation of energy efficiency as a grid resource requires defense that installed measures confidently provide capacity relief during the network peak. Measurement and verification (M&V), often the means of defending these programs, is at a crossroads, with the debate intensifying between traditional M&V approaches and the meter-based approach championed by “M&V 2.0.” Traditional M&V is the gold standard for high-certainty results required by jurisdictional evaluations, but it can be relatively cost- and time-intensive, due to the numerous on-site inspections, metering, and analyses required for each new initiative. As a result, the industry has looked to M&V 2.0 as an alternative, with real-time, building-level data from advanced metering infrastructure (AMI) reducing project costs and timelines while providing robust data to assess hourly operation by account. However, the “black box” methodology of characterizing measure-level operations from building-level data leaves many skeptical of the ability of M&V 2.0 to support energy efficiency as a resource as accurately and defensibly as traditional M&V. This paper presents the lessons learned from a recent project utilizing a granular M&V methodology that borrows successful aspects of both traditional and 2.0 approaches, maximizing accuracy and minimizing costs by using predictive analytics on previously collected end-use metered data. While no M&V approach can ever be one-size-fits-all, this hybrid model shows that the best M&V solution is often a tailored combination of both approaches.
The key aspect of linear projects is how it adds a distance dimension to each activity. Linear projects with this distance dimension include high-rise buildings (vertical) or roads, pipelines, and railways (horizontal).
The reasons for linear projects running over budget and schedule almost always are due to errors in judgement and subsequent errors in decision making. One of the key methods used to minimize the impact of management biases is project risk analysis and risk management.
The presentation shows how to use risk analysis for linear schedules.
For more information please visit http://www.intaver.com or http://www.turbo-chart.com
Creating and managing risk adjusted project schedules is an important step of schedule risk analysis. Risk adjusted project schedule is obtained based on quantitative risk analysis, particularly Monte Carlo schedule risk analysis. Risks and uncertainties can lead to changes in duration and cost of schedule activities; as a result schedule with risks and uncertainties may look significantly different than original project schedule. Risk adjusted project schedule is a 'realistic project schedule', which should be managed. For more information about risk adjusted project schedules and project risk analysis in general please visit http://www.intaver.com.
In this presentation at R user group, I share about the various advance techniques I used for Kaggle competitions. Includes: Interactive visualization via leaflet, geospatial clustering via local Moran's I, feature creation, text categorization via splitTag techniques and ensemble modeling.
Full code can be downloaded here: https://github.com/thiakx/RUGS-Meetup
Train / test data from Kaggle: http://www.kaggle.com/c/see-click-predict-fix/data
Interactive map demo: http://www.thiakx.com/misc/playground/scfMap/scfMap.html
In many organizations, bottom up estimation of software development projects is still the way to go. Management feels that top-down (parametric) estimation models require too much effort and cost. In this presentation, a random selection of 10 bids are analyzed and the bottom-up estimates and top-down estimates are compared with regard to accuracy and effort spend.
project management-cpm and pert methods for managersNaganna Chetty
A project is a one shot, time limited, goal directed, major undertaking, requiring the commitment of varied skills & resources.
A project:
Has a unique purpose.
Is temporary.
Is developed using progressive elaboration.
Requires resources, often from various areas.
Should have a primary customer or sponsor.
The project sponsor usually provides the direction and funding for the project.
Involves uncertainty.
Project managers work with project sponsors, project teams, and other people involved in projects to meet project goals.
Program: “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”
Program managers oversee programs and often act as bosses for project managers.
Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.”
Grood ntc2015- progres reporting in agile context usign subway mapping v03Derk-Jan de Grood
Test progress reporting can be cumbersome. There is a complex story to be told, but it needs to be done in such a way that the business and project stakeholders get the message. Sequential planning techniques such as critical path analysis won’t work in agile, but stakeholders keep asking for an indication of the progress so far, the work that remains, the bottlenecks and dependencies.
Within my current project we solved this problem by introducing a visual progress report, the subway map. Subway map reports are derived from the London tube map and contain the following elements: 1) Stations: Activities are represented as a station; they have a description of the benefit for the stakeholder upon completion. 3) Date lines provide status information (the train is expected on time, or not) 3) Bridges: Where two or more lines merge, you can define have a quality gate. They provide extra control on the progress (and of course to celebrate success)
In this session I will provide examples, and a step plan to do subway mapping in Powerpoint. But as a participant you will make your own and gain understanding on you can use it for your project, program, etc. Within my organization it has been adopted quickly by various projects, due to its simplicity and clearness. Business finally understood testing.
Key takeaways
Benefits for clear reporting
Progress reporting in agile: advantages and problems to overcome
The power of visual for getting your message across
How subway map can help to tell your test story and provide intelligence about the project
How to use subway maps for larger projects and programs
Critical Path Method Presentation provides a basic concept about what is critical path and how it is calculated. Term 'critical path' is used not only in Business but also in engineering, mathematics and project management.
A replicated study on agile team velocity in story and function pointsHennie Huijgens
Together with Delft University of Technology, Goverdson performed research on the backgrounds of two many used size metrics, Story Points and Function Points. Can both measurements be used together, or should you use one-of-both? Can Story Points and Function Points be compared? Learn all about it in this presentation, as presented at the 5th Workshop on Emerging Trends in Software Metrics (WETSoM 2014) in May 2014, in Hyderabad, India.
Using Data Analytics to Bridge the Gap between M&V 1.0 and 2.0Zondits
Isaac Wainstein, Patrick Hewlett, and Paul Dobrowsky - ERS
AESP 2017 National Conference: Session 5B: Evaluation
Summary: Successful implementation of energy efficiency as a grid resource requires defense that installed measures confidently provide capacity relief during the network peak. Measurement and verification (M&V), often the means of defending these programs, is at a crossroads, with the debate intensifying between traditional M&V approaches and the meter-based approach championed by “M&V 2.0.” Traditional M&V is the gold standard for high-certainty results required by jurisdictional evaluations, but it can be relatively cost- and time-intensive, due to the numerous on-site inspections, metering, and analyses required for each new initiative. As a result, the industry has looked to M&V 2.0 as an alternative, with real-time, building-level data from advanced metering infrastructure (AMI) reducing project costs and timelines while providing robust data to assess hourly operation by account. However, the “black box” methodology of characterizing measure-level operations from building-level data leaves many skeptical of the ability of M&V 2.0 to support energy efficiency as a resource as accurately and defensibly as traditional M&V. This paper presents the lessons learned from a recent project utilizing a granular M&V methodology that borrows successful aspects of both traditional and 2.0 approaches, maximizing accuracy and minimizing costs by using predictive analytics on previously collected end-use metered data. While no M&V approach can ever be one-size-fits-all, this hybrid model shows that the best M&V solution is often a tailored combination of both approaches.
The key aspect of linear projects is how it adds a distance dimension to each activity. Linear projects with this distance dimension include high-rise buildings (vertical) or roads, pipelines, and railways (horizontal).
The reasons for linear projects running over budget and schedule almost always are due to errors in judgement and subsequent errors in decision making. One of the key methods used to minimize the impact of management biases is project risk analysis and risk management.
The presentation shows how to use risk analysis for linear schedules.
For more information please visit http://www.intaver.com or http://www.turbo-chart.com
Creating and managing risk adjusted project schedules is an important step of schedule risk analysis. Risk adjusted project schedule is obtained based on quantitative risk analysis, particularly Monte Carlo schedule risk analysis. Risks and uncertainties can lead to changes in duration and cost of schedule activities; as a result schedule with risks and uncertainties may look significantly different than original project schedule. Risk adjusted project schedule is a 'realistic project schedule', which should be managed. For more information about risk adjusted project schedules and project risk analysis in general please visit http://www.intaver.com.
In this presentation at R user group, I share about the various advance techniques I used for Kaggle competitions. Includes: Interactive visualization via leaflet, geospatial clustering via local Moran's I, feature creation, text categorization via splitTag techniques and ensemble modeling.
Full code can be downloaded here: https://github.com/thiakx/RUGS-Meetup
Train / test data from Kaggle: http://www.kaggle.com/c/see-click-predict-fix/data
Interactive map demo: http://www.thiakx.com/misc/playground/scfMap/scfMap.html
In many organizations, bottom up estimation of software development projects is still the way to go. Management feels that top-down (parametric) estimation models require too much effort and cost. In this presentation, a random selection of 10 bids are analyzed and the bottom-up estimates and top-down estimates are compared with regard to accuracy and effort spend.
project management-cpm and pert methods for managersNaganna Chetty
A project is a one shot, time limited, goal directed, major undertaking, requiring the commitment of varied skills & resources.
A project:
Has a unique purpose.
Is temporary.
Is developed using progressive elaboration.
Requires resources, often from various areas.
Should have a primary customer or sponsor.
The project sponsor usually provides the direction and funding for the project.
Involves uncertainty.
Project managers work with project sponsors, project teams, and other people involved in projects to meet project goals.
Program: “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”
Program managers oversee programs and often act as bosses for project managers.
Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.”
Grood ntc2015- progres reporting in agile context usign subway mapping v03Derk-Jan de Grood
Test progress reporting can be cumbersome. There is a complex story to be told, but it needs to be done in such a way that the business and project stakeholders get the message. Sequential planning techniques such as critical path analysis won’t work in agile, but stakeholders keep asking for an indication of the progress so far, the work that remains, the bottlenecks and dependencies.
Within my current project we solved this problem by introducing a visual progress report, the subway map. Subway map reports are derived from the London tube map and contain the following elements: 1) Stations: Activities are represented as a station; they have a description of the benefit for the stakeholder upon completion. 3) Date lines provide status information (the train is expected on time, or not) 3) Bridges: Where two or more lines merge, you can define have a quality gate. They provide extra control on the progress (and of course to celebrate success)
In this session I will provide examples, and a step plan to do subway mapping in Powerpoint. But as a participant you will make your own and gain understanding on you can use it for your project, program, etc. Within my organization it has been adopted quickly by various projects, due to its simplicity and clearness. Business finally understood testing.
Key takeaways
Benefits for clear reporting
Progress reporting in agile: advantages and problems to overcome
The power of visual for getting your message across
How subway map can help to tell your test story and provide intelligence about the project
How to use subway maps for larger projects and programs
This slide deck discusses about the methodology used in the various software engineering practice areas during the development of the PlacemakAR software. Practice areas include: project & risk management, architecture, quality assurance, configuration management, and process framework.
Hospital Management System Network DiagramNeelam Priya
Network diagram of Hospital Management System created and analyzed with the help of project schedule and Gantt charts. This will be helpful for making reports for your project as a student or an employee.
Assignment Based on two topics:-
1.SRS Library Management`
2. Risks in designing a software
Made by :-
RAJAT MITTAL
JK INSTITUTE OF APPLIED PHYSICS & TECHNOLOGY, UNIVERSITY OF ALLAHABAD
Story points vs hours choose wisely; turn the bane of project estimation into...Katy Slemon
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2. - CTO of Visuality ~3 years
- Over 130+ project estimations which are from different domains, sizes, countries, clients.
2
3. Objectives
- Know how to apply Three-point estimation
technique in 10 steps with an example
project
3
Out of scope
- Statistical perspective to 3 point
estimations, why the formula matters
- Purpose of estimations
- Team work on estimations
- Complex project estimations
- Different estimation techniques
- Importance of estimations
- Importance of realistic estimations
- Work breakdown structure
6. 6
An application to show all
followed ruby user groups’
Youtube channels statistics to
evaluate the performance,
and also see the effects of
improvements done lately
with metrics
Project: RUGS
7. 7
How much will it cost?
(it all started here)
(Hmmm.. channel crud, api.
channel crud is 0.5 day with
tests and everything, api will
be 0.5 day)
it can be done in a day, it’s
pretty easy!
(yay, I’m positive!, the person
who asked for estimation will
be happy to hear that!(and
also will not judge me, and
ask questions))
Project: RUGS
8. 8
How much will it cost?
(it all started here)
Professional approach
- Your mockup is pretty
helpful. Would you
provide the user
stories or would you
like us to help to you?
-> (generate user
stories by us)
Project: RUGS
9. 9
- As a guest I can
access to the
application
- As a guest I can add
a youtube channel
link to track and see
in the list
- As a guest I can see
the stats of each
channel from youtube
data
Project: RUGS
22. Let’s give our estimations
Our numbers taken from excel are 20.67+-3.65 hours
- Techniques are there to help making decisions, not to make the decisions
- Let’s interpret that for the decision maker/reviewer. Not only numbers, but
value as you can, easily.
22
23. Compare the estimates
We will do it in 1 day, everything will be great.
23
The project cost estimate range is 20+-4 hours
Estimation is based on the mockup given and
stories, the technologies going to be used
Heroku, Rails
After the first story the production access will be
given to watch the development
Our estimation is done by using 3 point
estimation for enhanced accuracy
26. Q&A & Key takeaways
- There are techniques, everyone should learn. Study more.
- Make estimation and its process transparent and welcoming everyone
- Estimations are affecting more things than you can imagine. Planning, performance, motivation,
strategy, resource planning, sales, knowledge sharing, etc.
- It’s just the beginning. Learn more, question more, teach more
- But don’t forget, Techniques are there to help making decisions, not to make the decisions
- Good techniques create awareness of the project’s details(size, risks, approaches, assumptions)
26