Cost of delay part 1 was about not shipping on time. Cost of delay part 2 was due to multitasking. Cost of delay part 3 was due to indecision. This part is the cost of delay due to technical debt. One of the big problems in backlog management is ranking technical debt stories. It’s even […]
In Part 1, we discussed the cost of delay of not shipping on time. In Part 2, we discussed the cost of delay of multitasking. In this part, we’ll discuss a cost of delay due to management indecision. Here’s a problem I encounter often. A middle manager calls me, and asks for an estimation workshop.
In Cost of Delay: Not Shipping on Time, Part 1, I introduced you to the notion of cost of delay. I said you could reduce the cost of delay by managing your projects: have shorter projects, using release criteria, or selecting a lifecycle that manages the risk. Sometimes, you don’t have short projects, so projects
Do you know about the Cost of Delay? It’s the way to think about the revenue you can lose plus the cost of continued development. One of my managers many years ago had a back of the napkin approach to cost of delay. “Johanna, we want to ship this product in the second quarter this
“George is on his offshoring rampage again,” Cindy said as she slumped down in Ted’s visitor chair. Ted saved his document and turned around. “Oh? Want to tell me about it?” “I need more testers for the feature teams we’re starting, right? I told him. I showed him the project portfolio and the projects we
Workshop Objective: If you’re dreading the next project—because you know it will be a disaster, or at the very least uncomfortable—it’s time to think about designing your next project. We’re accustomed to thinking about designing products or tests, but projects? Is it really possible to design a project? Yes. Lifecycles, those idealized approaches to organizing