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Ask YC: Project Management?

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Re: Ask YC: Project Management?

#11

Post by bridgetroll »

I work on DoD projects with varying project reporting requirements. There are many methodologies and processes one can follow. I've experiences success with Capability Maturity Model Integration and Agile (others here have mentioned agile too). There's an ongoing "meeting of the minds" of merging CMMI with Agile in the defense space.

For estimation, learning a bit of earned value management system (EVMS) can be useful. There is COCOMO II for estimation, but I don't think you need to go there for small projects.

A book I've found useful is "Software Estimation: Demystifying the Black Art" by Steve McConnell. Its helped me.

The secret sauce is to find that knife's edge balance of infrastructure (accountability and management) versus flexible productivity.

Then there is always the Scotty Principle.

Re: Ask YC: Project Management?

#12

Post by Hates_ »

ykristiawan wrote: post #3
Hates_ wrote: post #2

I've found that since moving to an agile approach with weekly/fortnightly deliverables, my estimates have become better and clients expectations are managed nicely. Clients can constantly see progress and can easily see how my time is going to be spent week-by-week. If new features are requested or problems hit, it's easy to communicate how that's going to effect the current timings and next deliverable.

Thanks. I guess the key point is to manage clients expectations. Any reference about tools/formats that you use in reporting your progress?

Acunote is what I use to plan out my sprints. It does all the stuff of creating charts (which clients always like) and predicting how much work you'll be able to get done with each new sprint.

Re: Ask YC: Project Management?

#13

Post by babul »

mooneater wrote: post #8
babul wrote: post #6

Usually, but that is because I have learnt to... a). add a little extra time to projects to buffer myself. b). not take on projects I cannot do (beyond my skillset). c). interact with clients regularly with updates so they are in the loop, know what is going on, and constantly happy.

Seconded. On a): More than a little. Plan to be "90% done" by halfway through the schedule. Remember that "the last 10% takes the other 90% of the time". This is entirely true, and its due to unknowns. When this 90% at halfway approach becomes instinct, you will miss very few deadlines. This has become my internal Golden Rule for non-trivial projects. On b): My business would never have launched if I didn't constantl…

on b): yes, but do you do it on client time? I try not to, as it causes uncertainty in deliverables, unless the client is happy with experimenting. I learn/expand in my own time on "fun" projects :)

Re: Ask YC: Project Management?

#14

Post by bridgetroll »

babul wrote: post #13
mooneater wrote: post #8

Earlier quoted context omitted.

Seconded. On a): More than a little. Plan to be "90% done" by halfway through the schedule. Remember that "the last 10% takes the other 90% of the time". This is entirely true, and its due to unknowns. When this 90% at halfway approach becomes instinct, you will miss very few deadlines. This has become my internal Golden Rule for non-trivial projects. On b): My business would never have launched if I didn't constantl…

on b): yes, but do you do it on client time? I try not to, as it causes uncertainty in deliverables, unless the client is happy with experimenting. I learn/expand in my own time on "fun" projects :)

In my experience, it is normal practice to factor time into the estimate (call it risk factor if you want) to push your skills. You factor a profit margin into your estimate right?

As long as the customer is satisfied with the overall quality, cost and timeliness of the product, you've met your obligations as a business. Why does the "profit" always have to be only cash? learned skills are a form of capital reinvestment that the customers pay for just like they pay you a profit margin to do the work.

Re: Ask YC: Project Management?

#15

Post by mattjung »

Extreme programming offers a number of tools to manage your projects. Some important points: imply the customer by giving him access to the project state and to let him change priorities whenever he wants, focus on completing and testing the most important use-cases ("stories"), frequent "micro-releases", do regular demoes and acceptance tests to avoid bad surprises and integration issues at the end.
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