We all know the three questions of Scrum: What did you do yesterday? What will you do today? What blocking issues do you have? We all do our best to answer these questions. So how come so many of our initial demos turn up problems we didnt catch? Maybe its because, at least at the beginning, we need to add a fourth question to our daily standups.
This article discusses a graphic that shows the status of larger projects, how to gather the information needed, read the status chart, and when needed, show more detailed breakdown for each subproject.
This article provides guidance for using Agile methods with earned value management (EVM) when the Performance Measurement Baseline (PMB) is not linear. Other topics are measuring progress towards defining and implementing the technical baselines and accounting for deferred functionality.
This article aims to bring to the table a consolidated Agile Project Dashboard layout that could be easily maintained and updated by the Product Owner with day-to-day and well-known information provided by the team. He will be able to get stakeholder and management attention and support while providing an updated clear picture on the Project’s status.
The development of the Earned Schedule (ES) method by Walt Lipke in 2003 has been shown to be an important extension to the Earned Value Management (EVM) method, increasing the utility of EVM data for project schedule analysis, control, and oversight. As ES provides a reliable time-based indicator of schedule performance, the objective of this article is to investigate whether the Schedule Performance Index (time) (SPI[t]) exhibited similar stability characteristics to those extensively reported for the Cost Performance Index (CPI) 1 in EVM. This article analyzes EVM data from three different countries for projects in three industry segments. There were 37 projects examined for SPI(t) stability and 26 for CPI stability. It has been found that while the behavior of SPI(t) is broadly consistent with CPI, the widely reported CPI stability rule cannot be generalized even within the U.S. Department of Defense (DoD) project portfolio. Further research is required to develop improved understanding of project performance characteristics and the behavior of CPI and the SPI(t).
Are your teams retrospectives really worth the effort? Do the problems you identify actually get solved? If not, your team might need some help learning how to use retrospectives to continuously improve. This article illustrates how Scrum teams can continuously improve by using a combination of their definition of done, working agreements, and the product backlog.