See Rapid Development by Steve McConnell
A key element of minimizing schedule risk is to have a realistic schedule to start with. Here are some things that make for wonky schedules at the outset.
- Schedule, resources, and product definition have all been dictated by the customer or upper management and are not in balance
- Schedule is optimistic, "best case," rather than realistic, "expected case"
- Schedule omits necessary tasks
- Schedule was based on the use of specific team members, but those team members were not available
- Cannot build a product of the size specified in the time allocated
- Product is larger than estimated (in lines of code, function points, or percentage of previous projectís size)
- Effort is greater than estimated (per line of code, function point, module, etc.)
- Reestimation in response to schedule slips is overly optimistic or ignores project history
- Excessive schedule pressure reduces productivity
- Target date is moved up with no corresponding adjustment to the product scope or available resources
- A delay in one task causes cascading delays in dependent tasks
- Unfamiliar areas of the product take more time than expected to design and implement
See Cost And Schedule Estimation Category Risk
( Topic last updated: 2016.10.13 12:14:23 AM )