Dont Be On Time
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Why not being early makes you late, and the way to solve it.
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Dont Be On Time
- 1. SM CMM Integration, IDEAL, and SCAMPI are service marks of Carnegie Mellon University. ® Capability Maturity Model, Capability Maturity Modeling, CMM, and CMMI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. When Good Enough Makes a Project Early Enough or: Don’t Try to Be On Time! Jorge Boria, VP at Liveware Inc. SEI Visiting Scientist High Maturity Lead Appraiser Intro to CMMI Instructor
- 9. Invitation Hi Friend! You are invited to my pool party, on Saturday July 3 rd , at Great Hills and River Lane by the swimming pool! Party starts prompt at 2:00PM If you are late, you’ll miss the door prizes! Bring a bathing suit and a towel.
- 21. How Pete Sees Critical Path Critical Path is still BCFG but the worst case scenario is ugly! 3 7 11 2 3 4 1.7 2 2.4 2.5 3 3.5 1.7 2 2.4 2 5 7 5 9 13 A B C 2 E 5 F 9 G 2 D 3
- 24. What Happens If Early is Impossible There is only chance of being late! 3 7 11 2 3 4 1.7 2 2.4 2.5 3 3.5 1.7 2 2.4 2 5 7 5 9 13 A B C 2 E 5 F 9 G 2 D 3
- 27. How Pete Uses Peer Reviews total task duration 0% 40% 80% 100% Walkthrough FTR Inspection Insert good feedback and straighten the course Decide, based on quality as judged by performer’s peers, on readiness Make sure the product is as good as it gets and no rework is going to be needed
- 32. Use Peer Reviews
- 33. Any Questions? thank you for your time [email_address] www.liveware.com
Notes de l'éditeur
- Module 12: Tying It All together Module Length: 85 minutes (60 minutes for the presentation and 25 minutes for the exercise) Module Summary This module brings together discussions on relationships, representations, and equivalent staging. Note There is one exercise at the end of this module (Exercise 8: Map Statements to Process Areas). State that this module will integrate and summarize the key concepts we’ve learned in the course.
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- Establishing the critical path is essential to optimizing the time through a schedule. We need to know where the schedule is most constrained, to be able to modify it and remove those constraints. Talk about slack and be sure people understand the chart here.
- Establishing the critical path is essential to optimizing the time through a schedule. We need to know where the schedule is most constrained, to be able to modify it and remove those constraints. Talk about slack and be sure people understand the chart here.
- Establishing the critical path is essential to optimizing the time through a schedule. We need to know where the schedule is most constrained, to be able to modify it and remove those constraints. Talk about slack and be sure people understand the chart here.
- Walkthroughs are informal. The author(s) generally calls the meeting and selects the team for the review. Material may or may not be circulated prior to the review. At the meeting the author(s) may give an overview, followed by a detailed discussion of the reviewed materials. Notes from the meeting usually go into the project file, although the author(s) may choose to issue a report of the meeting’s findings. Formal follow up is not generally required.
- Technical Reviews are more formal than Walkthroughs. In Technical Reviews (as defined in the IEEE standards), a review leader is assigned to plan, organize and run the review. This starts with a determination of review focus, scope and objectives. The leader must confirm with the author(s) of the review material that the material is, in fact, ready to be reviewed. A review team must then be selected, and the material must be distributed to them for review. The leader may, optionally, conduct a review team orientation to familiarize the team with the material to be reviewed. The team reviews the material independently of one another prior to the review meeting. The leader conducts the review meeting, and may use a scribe to record the proceedings. After the meeting, the leader will prepare and distribute a report of the findings of the meeting, including recommendations and required corrective action. The leader may determine that a follow up review will be needed, based on the scope and magnitude of the corrective action.
- Inspections are the most formal type of review, and the most effective at detecting defects. However, they are also the most time consuming and expensive type of review to perform. For that reason, inspections should be very selectively used. You will note that more documentation is reviewed and produced by inspections. The inspection moderator is usually formally trained in inspection facilitation skills, and serves a similar role to that of the leader in Technical Reviews. However, note that the moderator is responsible for ensuring that rework has been completed. Note also some fairly subtle nuances in the nature of the meeting itself – there is no discussion of issues or suggestions for corrective action. The inspection focuses on the detection of defects – no more, no less. Finally, note the emphasis on metrics associated with inspections.