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Training


Accurate Schedules Using the Yellow Sticky Method

Many project schedules are developed by starting with an unrealistic release date and then working backwards to today. In building such a "scheduled-backwards" schedule, tasks are estimated based on the time available rather than the time actually required to complete them. Further, interdependencies between tasks are often ignored.





Not surprisingly, "scheduled-backwards" projects are almost always late.

By studying why estimates and schedules are wrong we can learn how to improve them. Here are some facts:

  • Most people have not been trained in how to develop accurate estimates and in how to build realistic schedules

  • Most organizations routinely commit to delivering more than is reasonable given issues of complexity, resources, time to market, quality, etc.

  • Most schedules are based on unrealistic assumptions and ignore the fact that unexpected things occur on every project.

So what can we do to improve our ability to develop schedules that can actually be met?

One answer is the Yellow Sticky Method. This simple method is based on developing accurate estimates for software tasks and then building realistic project schedules by going forwards.

With this training, project teams can learn the simple techniques that will lead to accurately estimating tasks and creating schedules that can actually be met!



The Yellow Sticky Method...
  • Start with a complete Software Requirements Spec

  • Identify those requirements that are:

Must Haves - meaning the product is not worth introducing if it lacks these features

Wants - meaning these are features that customers want but could be put into a future release if necessary

  • Project Team commits ONLY to the Must Haves NOT to the Wants

  • Company commits to customers to deliver ONLY the Must Haves

  • Project Team develops a schedule that includes BOTH the Must Haves and the Wants

  • Project Team typically includes Software Development, Software QA, Documentation, Training, others as required.

  • Project Team reviews the SRS and other relevant documents and identifies specific tasks they, as individuals, need to perform.

  • For each task identified, the person who will do the work enters the following information on a sticky note:

    • Name of person doing the work

    • Task description

    • Estimated duration (days)

    • Dependencies on other tasks

  • Each group uses a different color Sticky Note to help identify resource bottlenecks once the schedule is built.


Building the Schedule going Forwards

  • Once everyone has prepared a sticky note for each task, the team is brought together in a room and chart paper (see below) with week numbers not dates is placed on the wall.

  • Holidays, vacation, trade shows etc., are marked off

  • Project Team works together and places their stickies on the chart at the time the task should complete

  • The location of the sticky is adjusted to the right to reflect the 80% rule, which is, in a given 40 hour week, you only have 80% of 40 hours that can be realistically dedicated to project work. The remaining 20% is spent in meetings, training sessions, etc.

  • Peer review of everyone's estimates means the estimates are very accurate

  • Ownership of the schedule by the people who will actually do the work means the schedule is more likely to be met






Managing the Project to the Schedule

  • Once the Project Team is satisfied with the schedule, it is entered into your favorite Project Management tool

  • The Project is then " managed to the schedule"

  • This is accomplished by requiring that people meet their estimates. If they can't, they come up with a way to catch up. If unexpected things happen, then the Wants can be dropped from the schedule - not the Must Haves.

  • Everyone is held accountable for meeting their dates


The End Result

  • Project morale improves as everyone pulls together to meet their own personal committment

  • The likelihood that the schedule will be met increases significantly

  • Worst case, the Project Team delivers exactly what was promised to your Customers , ie, the Must Haves. Best Case, the Project Team delivers more than was promised, ie, the Must Haves and Wants.

  • Customer satisfaction improves as a result of your company meeting commitments to your Customers.

  • Employee satisfaction improves as a result of working on a successful project.


Intended Audience

The intended audience for this workshop includes Project Managers and project team members, including people from QA, Development, and Documentation. Project Teams should attend this training together as a team, if possible. Once a team has been trained, I frequently help facilitate the first project schedule building session...


Tailoring

tailor This workshop can be tailored to meet your specific project needs and development process.

Call for details...




For further information,

call Steve Rakitin at 508.529.4282

or e-mail him at steve@swqual.com


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Copyright ©2008 Software Quality Consulting, Inc. All rights reserved.

Updated January 2008