9

Given that, what are the alternatives to gather requirements from large specification files with Scrum? I'm afraid that there isn't any. It is either the Product Owner, the Scrum Team, or them together. Another option might be to hire an expert how can help out with the processing of the documentation. Should the PM take care of it with a specification ...


5

Despite the fact that I agree with David that design by committee is sarcasm [and a real phenomenon, I agree with Michael Hogan too :-)], question is about examples (not about "design by committee" term). So, take a look at this article. There is a list of projects designed by committee in the "Case Studies" part: Design by Committee: The U.N. ...


4

Think of schedule compression as the elasticity of the work. If you have zero compression opportunities, you have no slack in the schedule. Anything along the critical path slips to the right, all the activities along that path slip to the right. What the manager needs to know about schedule compression when asked What is your schedule compression is how ...


4

I can see why the devs have balked, as the current approach doesn't sound constructive. I also don't see an issue with their request as they are basically asking to refine the stories with the right team members or subsets of the overall dev group. From a BA perspective, and having played the role myself, I do understand the challenges of holding multiple ...


3

First of all, I will assume that this migration is the only project that any of the teams have to work on currently. In order to maintain a Scrum mentality, you need to find "Epics" that can be dealt with in their entirety by a single Scrum team, and allocate the Epics evenly around the teams until the project has been delivered. If there is absolutely ...


3

Design-by-committee is a real phenomenon, especially in government projects where a committee of elected representatives establish and control budget decisions. University of Southern California course SAE 550, "Systems Architecting and the Political Process", is a survey of engineering efforts that have been heavily influenced by design-by-committee. The ...


3

I'd like to address the "demotivating" part of your problem. The most effective tool I have found for addressing these kinds of problems is to break up the time that developers spend doing non-development activity. Funny thing about programmers: most of them only want to program. They don't want to do doc. They certainly don't want to do QA. And most of ...


3

1) International Software Benchmarking Standards Group (ISBSG, http://www.isbsg.org/) collects this data, you can buy their report. 2) There also used to be (still is?) Chinese Software Benchmarking Standards Group (CSBSG) that collected this data for Chinese projects. I believe I saw their data some years ago, but I can't find it anymore, and their site ...


3

Nice question. The distribution of labour for software development across labour types varies per project, project approach and organisation. It has challenged me quite a lot in the past as an R&D manager. For current project we always work with some kind of FPA and in our case 15% for analysis unless reasons to deviate. But that's not your question. ...


3

How do you calculate schedule compression ratio? From McConnell's book, Rapid Development, he describes compression ratios from researches involving hundreds to thousands of projects. So I think you can't just calculate the compression ratio of one or two projects, as you can't know how much the project would cost without the compression. Another method ...


3

On using jargon: research projects have to be ultimately sold to those who pay for them (or arrange the financing) without intimately knowing the subject area. Hence, it makes sense to ensure that the main goal of the project is communicated without information loss or ambiguity. Jargon falls in two categories: well-defined and ill-defined terms. Well-...


3

In my experience prototypes and wireframes really come into their own when you are dealing with unknowns or with lengthy/involved stakeholder sign-off. In the former case a prototype can help to clarify functionality, architecture etc ahead of development, hopefully avoiding re-work and ensuring everyone has the same understanding of what is being built and ...


3

The purpose of a prototype is to learn something you didn't already know, something that is vital (or perceived to be vital) to the success of the real project. All projects have some unknowns, and prototypes often can help address those unknowns. Some projects don't have enough unknowns to warrant a prototype. If you're building something very similar to ...


2

The Role of Prototyping Prototyping and its close cousin wire-framing are not really project management controls. Rather, they are engineering practices designed to: Create a skeletal mock-up for rapid feedback. Test the soundness of an engineering idea through an approximation or scaled model. A project plan might include a milestone for delivering a ...


2

It depends on who is available to you, of course, but I think it is a good experience for the developers to do this. As this analysis happens, they will hopefully be contemplating design, and will ultimately come up with a better design. I agree it may need to be done in smaller batches if possible, to avoid burn-out and attention drift. I've been a ...


2

The other answers are correct; I don't disagree with them. I would like to add a couple of supplementary notes. First, the frequency of updates depends on the size, complexity and velocity of the project, and on the priority your stakeholders give to risk management. Yes, risk management should be continuous, but if the project is not staffed for a full ...


2

The prototype can be looked at from the perspective of the engineer, solution architect, or project manager and I believe each role has it's valid reasons to impose a prototype. Here we are only concerned with the Project Management context and the answer to your question is completely about risk management. Does the PM care if engineering or UX design ...


2

I am trying to find an example of the failure of design by committee... Design by committee is not actually a serious method. It is sarcasm. Typically, that phrase is used to describe a design process that is extremely inefficient and is leading to feature-bloat. It is inefficient because it takes longer than necessary to make decisions. It leads to feature-...


2

SWOT analysis from published data Here is a sample SWOT analysis of a well known company - Coca Cola. Opportunities and threats are external. They are in the marketplace. Research the market for the sector your company is in. Opportunities are, typically, unfulfilled customer needs. Threats can come from not only competitors, but also from replacement ...


2

At present the BA invites all developers from all teams into a single Refinement session to start discussing stories in detail. The devs have, rightly, balked and 19 of the 21 devs just opened their laptops and started coding again. If you have a couple of mid sized scrum teams, this may work. With larger teams, this becomes very tricky to manage, even by ...


2

Who Owns the Solutions? In Scrum, the team owns the solution. You mention in the question that the PO is doing a lot of technical assessment. I expect that the BA is then doing some more as they prepare the backlog items. If the team is expecting to just receive ready-to-go solutions, then it should be no surprise that they don't see value in spending time ...


2

I would say that you should prepare a RFP (Request For Proposal) for the same including sections (but not limited to):- Project Description: Write few lines about the project to start with, as introduction is required for every document Project Scope of work Project Timelines and Milestones: Mention here milestone of deliveries that are planned before the ...


2

We have a similar problem here. Our IT department has too many masters who don't understand that if we have to work on EVERYONES projects it's going to take longer than if we only needed to THEIR project. Basically it wasn't sufficiently visible for them what the schedule impact of additional work is. I think the same applies to your situation. Who decides ...


2

SWOT Establishes a Business Case, Not Comparative Value In general, (S)trengths and (W)eaknesses in a SWOT diagram are about the company itself, while (O)pportunities and (T)hreats are usually about the market. A project often presents an opportunity or mitigates a threat. Likewise, companies have strengths and weaknesses that can make a given project more ...


1

An investment alternative or project alternative itself does not have strengths and weaknesses per se. What it produces as an outcome would have strengths and weaknesses. From an evaluation standpoint for selection, you would perform a benefit / cost / risk analysis, which is sort of way to predict its outcome SWOT, I suppose. I think in most cases, when ...


1

I personally do not believe there is an answer to this question. All predictive models have a predictive validity of something less than perfect. Certainly, some models or techniques are better than others but of those indicated in the OP (original post) I am not sure that is the case. In PM, I run several models because each would provide a datum that, ...


1

I think there are two main misunderstandings in situations like this. 1. The past won't happen again Looking back at delays on a project, we tend to think of them as "one-offs" that won't happen again, and the future will be smoother. Part of this is that past obstacles are explainable in hindsight: "oh, we were delayed because we forgot to send weekly ...


1

I believe it's because the people who learn the methods are not those who have to realise the consequences. Due to work share / specialisation this is usually not possible. But why does the non domain experts do not trust the domain expert? Because within the field of PM even the non domain PM expert might be successful. And therefore, lots of people have ...


1

You need to total the weighted score on each project. Assuming the non weighted score on each factor means the degree each project met that factor and the higher the number the better, then your total weighted score will reveal the priority of your projects. The higher the weighted score, the higher the priority. EDIT to answer question in comments: The ...


1

This greatly depends on the complexity of the thing you want to analyse. The sessions should be long enough to focus on real issues and not just the symptoms. Keep in mind that you do not need to solve the root-cause during the analyses, this can happen afterwards by different people or a smaller group. There are three group sizes that are common for the ...


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