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5 Factors That Could Be Making Your Project Estimates Go Wrong Why do our estimates for a project or a testing phase so often turn out wrong? Whatever causes underestimation, we clearly do not learn from experience, as we repeatedly make estimation errors, despite feedback showing previous errors. It’s a chronic problem. What could be driving these errors? Here are five factors. |
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The World Has Product Ideas—and So Can You From where do organizations—both big and small—get product ideas? Most often, pioneers and revolution makers have ideas that are homegrown, but today the market is such that the world has ideas. Our industry has plenty of patterns, trends, and ideas to work on and augment. |
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Measuring the Effectiveness of Your Vulnerability Discovery Strategies Trying to prove an app has no vulnerabilities is fraught with challenges, so teams need to choose appropriate strategies for securing apps and ways of measuring whether the time and money spent searching for vulnerabilities is effective. This means understanding how metrics apply to your specific environment. |
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Project Management in Any Industry Software teams in niche industries may think they require a project manager with expertise in their domain. Good project managers can anticipate and address the primary considerations for any project, regardless of industry, but if you encounter a skeptic, here’s a generic template you can use to pitch any project. |
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Defining Velocity for Your Agile Team When an agile team talks about velocity, it's usually how much functionality they'll deliver in a sprint, often based on historical data about the number of story points the team tends to finish. But you shouldn't use velocity as a measure of success for your agile process. Make sure everyone knows what's important. |
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Be Careful What You Ask For: Contract Considerations for New Projects In a new project, there are always going to be challenges and delays, and when the end date is looming, you may be tempted to rush through the contracting and procurement process. But that can have dire consequences down the line if roles, responsibilities, and expectations aren't clear. Take the time to communicate. |
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The Risk of Overemphasizing Risks We are trained to identify and evaluate risks. This prevents teams from making decisions that are unlikely to work, saving time and money and helping the team move forward. However, a risk-avoidance mindset can also stop progress. Successful agile teams see risks as ways of starting a conversation, not stopping it. |
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Refining Your Scrum Planning Meetings Scrum events are meant to be productive opportunities for collaboration that replace more tedious, wasteful meetings. If you find your planning meetings becoming passive events where no one is asking questions or actively seeking to understand the backlog, the problem might be in the execution or the preparation. |
