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<b>Training</b> </font>
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<font color="purple" size="3" face="Verdana"><b>Accurate Schedules Using the Yellow Sticky Method </font>
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<p>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.
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Not surprisingly, "scheduled-backwards" projects are almost always
late.
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By studying why estimates and schedules are wrong we can
learn how to improve them. Here are some facts:
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<ul type=bullet>
<li>Most people have not been trained in how to develop accurate estimates
and in how to build realistic schedules</li>
<p>
<li>Most organizations routinely commit to delivering more than is
reasonable given issues of complexity, resources, time to market,
quality, etc.</li>
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<li>Most schedules are based on unrealistic assumptions and ignore the fact
that unexpected things occur on every project. </li>
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So what can we do to improve our ability to develop schedules
that can actually be met? <br></font>
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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.
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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!
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<b>The Yellow Sticky Method...</b></font>
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<li><b>Start with a complete Software Requirements Spec</b>
</li>
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<li><b>Identify those requirements that are:</b></li>
</ul>
<blockquote><b>
<p><font color=Red> Must Haves</font> - meaning the product is not
worth introducing if it lacks these features
<p><font color=Red>
Wants</font> - meaning these are features that customers want
but could be put into a future release if necessary</b>
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<ul type=bullet>
<li><b>
Project Team commits ONLY to the <font color=Red>
Must Haves</font> NOT to the Wants</li><p>
<li>
Company commits to customers to deliver <font color=Red>ONLY the
Must Haves</font></li><p>
<li>Project Team develops a schedule that includes BOTH the
<font color=Red> Must Haves</font> and the <font color=Red>
Wants</font>
</li><p>
<li>Project Team typically includes Software Development,
Software QA, Documentation, Training, others as
required.</li><p>
<li>Project Team reviews the SRS and other relevant documents and
identifies specific tasks they, as individuals, need to
perform. </li><p></b>
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<li>For each task identified, the person who will do the work enters the
following information on a sticky note:<p>
<ul type=bullet>
<li>Name of person doing the work<p>
<li>Task description<p>
<li>Estimated duration (days)<p>
<li>Dependencies on other tasks<p>
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<li>Each group uses a different color Sticky Note to help identify
resource bottlenecks once the schedule is built.</li>
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<b> Building the Schedule going Forwards</font></b>
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<li>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. <p>
<li>Holidays, vacation, trade shows etc., are marked off<p>
<li>Project Team works together and places their stickies on the
chart at the time the task should complete<p>
<li>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.<p>
<li>Peer review of everyone's estimates means the estimates are very
accurate<p>
<li>Ownership of the schedule by the people who will actually do the
work means the schedule is more likely to be met<p>
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<b>Managing the Project to the Schedule</b></font>
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<li>Once the Project Team is satisfied with the schedule, it is
entered into your favorite Project Management tool<p>
<li>The Project is then
<font color=Red>" managed to the schedule"<p></font>
<li>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 <font color=Red>
<b>Wants</b></font> can be dropped from the schedule - not the
<font color=Red>Must Haves.</font><p>
<li>Everyone is held <font color=Red> accountable</font> for meeting
their dates<p>
</ul><br>
<font size="3" face="Verdana" Color="purple"><b>The End Result</b></font>
<ul type=bullet>
<p><font size="2" face="Verdana">
<li>Project morale improves as everyone pulls together to meet
their own personal committment<p>
<li>The likelihood that the schedule will be met increases
significantly<p>
<li>Worst case, the Project Team delivers exactly what was
promised to your Customers , ie, the <font color="Red">
Must Haves.</font> Best Case, the Project Team delivers more
than was promised, ie, the <font color="Red">Must Haves and Wants.</font><p>
<li><font color="Red">Customer satisfaction</font> improves as a result
of your company meeting commitments to your Customers. <p>
<li><font color="Red">Employee satisfaction</font> improves as a result
of working on a successful project. <p>
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<b>Intended Audience</b></font>
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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...
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<b>Tailoring</b>
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This workshop can be tailored to meet your specific project needs and
development process.
<p>Call for details...
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<b>For further information,
<p>call Steve Rakitin at <font size="3" color=Red face="Arial">508.529.4282</font>
<p><font size="3" color=Black face="Arial">or e-mail him at
<a href="mailto:[email protected]"><b>[email protected]</a></b><p><br>
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Food for Thought and Predictable Software Development are trademarks of Software Quality Consulting, Inc.<br>
Copyright �2008 Software Quality Consulting, Inc. All rights reserved.<br>
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Updated January 2008</font></p>
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