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Software Management
…for people who just want to get stuff done.
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But I Never Want to Be a Manager!
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Software Management Dimensions
Planning Estimation Execution Retrospect
ive
Project
Milestones
Sprints
Stories
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Definitions
Planning
Estimation
Execution
Retrospective
Project
Milestone
Sprint
Story
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Waterfall
Planning Estimation Execution Retrospect
ive
Project
Milestones
Sprints
Stories
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Agile
Planning Estimation Execution Retrospect
ive
Project
Milestones
Sprints
Stories
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Planning
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All Plans are Wrong
“No software plan extends with certainty beyond the first
component interaction, or the first unknown technology.”
- Cliff McCollum
“No plan of operations extends with certainty beyond the first encounter
with the enemy's main strength.”- Helmuth von Moltke the Elder
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Planning Techniques
Dependency Planning
Critical Path Analysis
Alternative Delivery
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Estimation
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All Estimates are Flawed
The goal is to eliminate your biases in a systematic way.
Can you make half of your estimates too low and half of them too high?
In effect, can you average your errors to zero?
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Estimation Techniques
Rely on the expert
Planning Poker
The 50th Percentile Rule
Monte Carlo Simulations
Fudge Factors
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Execution
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All Execution is Hard
Worst challenge is what you don’t know
All development is learning
Don’t lie to yourself orothers
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Execution Techniques
Design Reviews / Code Reviews
Pair-Coding
Daily Standups / Reporting
TDD / MDD / Continuous Integration
Issue Tracking / Shared Documentation
Knowledge Discovery
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Projects
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Project Planning
Consider separate items of business value.
Deliver them one at a time. Don’t interleave all your
business value.
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Project Estimation
The further away a deadline is, the less precise it becomes.
You should not estimate > 1 year out.
Expected Duration Date Accuracy
One Week +/- one day
One Month +/- one week
One Quarter +/- one month
Six Months +/- two months
One Year +/- six months
> One Year +/- Unknown
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Project Estimation
Always plan to produce something useful in less
than six months.
Even better, do it in one quarter.
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Project Execution
• I don’t suggest thinking much about Dev at this level.
• This is where you consider marketing, communications, etc.
• Biggest value is watching Tech Milestones.
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Project Retrospective
• Too high-level to be of much value – unless you plan to write a book
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Milestones
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Milestone Planning
Milestones Can exist at multiple levels.
Group stories in Business-Value sets, with natural tech chunks below that.
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Milestone Estimation
Easiest performed as a roll-up of the Stories underneath each.
Add fudge-factors at this level.
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Milestone Execution
Track each story regularly. Ideally daily.
Burndown charts should be used here.
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Milestone Retrospective
Why was it missed?
What is the impact?
What are you going tochange?
Don’t tell lies.
When a date is missed, it is time to be brutally honest.
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Milestone Retrospective
Why was it missed?New knowledge?Difficult problems?Changed business situation?Team problems?
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Milestone Retrospective
What is the impact?Slip the schedule?Cut scope?Add resources?
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Milestone Retrospective
What are you going to change?Don’t tell yourself lies.If your estimates were wrong here – they are probably wrong everywhere else.Working harder is a poor solution.Hope is not a strategy.
You must accept one of the previous impacts.
What do you change about future milestones?
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Sprints
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Sprint Planning
Keep your backlogs aligned to your Milestones
Don’t change a planned sprint
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Sprint Estimation
What is your team velocity?
How do you know?
Stretch a little.
Leave space for theunexpected.
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Sprint Execution
Use Burndowns and Daily reviews.
If you are above the line, find out why immediately.
Address blockers beforeanything else.
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Sprint Retrospective
Lots written about this.
Don’t skip them.
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Stories
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Story Planning
No story should be larger than one person can complete in one sprint.
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Story Estimation
If you code it, you estimate it.
Break stories down into tasks and estimate those.
Follow the 50th percentile rule.
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Story Execution
Don’t lie to yourself: update your estimate every day.
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Story Retrospective
Probably not useful.
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Q&A