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Commitment

This week we are back to our read of Commitment – Novel about Managing Project Risk by Olav Maassen, Chris Matts and Chris Geary (2nd edition, 2016) .  Chapter 4 introduces more agile techniques, including work visualization, staff liquidity and a focus on outcomes. (more…)

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The Software Process and Measurement Cast 388 features our interview with Dr. Mark Bojeun. Dr. Bojeun returns to the podcast to discuss how a PMO can be a strategic tool for an organization.  If a PMO is merely a control point or an administrative function, their value and longevity are at risk.  Mark suggests that there is a better way.

Mark has last visited the Software Process and Measurement Cast on SPaMCAST 280.  We discussed his book, Program Management Leadership: Creating Successful Team Dynamics (Kindle version).

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HTMA

How to Measure Anything, Finding the Value of “Intangibles in Business” Third Edition


Chapter 12 of How to Measure Anything, Finding the Value of “Intangibles in Business” Third Edition is the second chapter in the final section of the book.  Hubbard titled Chapter 12 The Ultimate Measurement Instrument: Human Judges.  The majority of HTMA has focused on different statistical tools and techniques.  This chapter examines the human as a measurement tool.  Here is a summary of the chapter in a few bullet points:

  • Expert judgement is often impacted by cognitive biases.
  • Improve unaided expert judgment by using simple (sic) statistical techniques.
  • Above all else, don’t use a method that adds more error to the initial estimate.

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His portfolio doesn't look so healthy.

His portfolio doesn’t look so healthy.

As we have noted in past entries, effective measurement is a balance. The five Agile Portfolio Metrics Categories as whole represent a pallet from which an organization can craft a balanced set of Agile metrics. The goal of any measure is to reduce the uncertainty the organization is facing.  Value and portfolio health metrics shift the discussion from the high-level management of the distribution of work (who is doing what for whom) to the value of work (value metrics) and how the activities across a portfolio of work are perceived (portfolio health metrics). Each category is targeted on its own set of specific questions, but each category can and often does influence another category. We break down the second two categories below. (more…)

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Portfolio metrics provide direction

Agile portfolio metrics are integral to prioritization and validating the flow of work. The term portfolio has many uses in a software development organizations, ranging from product portfolios to application portfolios.  I have even seen scenarios where organizations put all their development, enhancement and maintenance efforts into a single bucket for prioritization and queuing until there was the capacity to work on them.  We will use an inclusive definition of the portfolio to include, at a high level, all the software development and enhancement work in an organization. Products, lines or business, and even applications are often used to define portfolios.  I break Agile portfolio metrics into five high-level categories. (more…)

 How to Measure Anything, Finding the Value of “Intangibles in Business” Third Edition

How to Measure Anything, Finding the Value of “Intangibles in Business” Third Edition

Chapter 7 of How to Measure Anything, Finding the Value of “Intangibles in Business” Third Edition, is titled: Quantifying The Value of Information. Chapter 7 continues to build on the concepts of quantification and estimation presented in previous chapters. Chapter 7 and the idea that we can quantify the value of information is the centerpiece to Hubbard’s premise that we measure because measurement has value. Chapter 7 defines how to quantify the value of information.

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In this Software Process and Measurement Cast will feature our interview with Gerald M. Weinberg. We discussed quality and the how quality is related to value.  A talk with Jerry is always profound; however, I must admit that Jerry’s humor caused me to laugh more times than I can count during our conversation.

Gerald Weinberg is the author of more than 100 books, including the best-selling Secrets of Consulting, other non-fiction series, and the ever-popular Women of Power novels. He is a principal in the international consulting firm of Weinberg and Weinberg. The festschrift, The Gift of Time (Fiona Charles, ed.) honors his work for his 75th birthday. His websites may be found at http://www.geraldmweinberg.com and http://www.thewomenofpower.org.

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Re-Read Saturday News

We continue the re-read of How to Measure Anything, Finding the Value of “Intangibles in Business” Third Edition by Douglas W. Hubbard on the  Software Process and Measurement Blog. Chapter Two provides the evidence that measurement does not need to be complex or expensive, and that in the end everything is measurable.

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