how/why to use big-picture measurements when making schedule promises
- Excessive management attention to micromeasurements (tasks, daily burndown,
intermediate design artifacts like UML, SLOC, etc.) leads to micromanagement.
But customers are entitled to a better answer than "it will be done when
Here's a radical idea: make schedule and scope commitments (i.e. release plans)
based on how fast your teams actually work, instead of how fast someone
thinks they should work. Use big-picture measurements (or "macromeasurements")
instead of misleading metrics that inhibit team self-organization.
I've uploaded a paper describing one proven approach to this:
Michael James, CST
Danube Technologies, Inc.