This document shares the four pillars necessary for a PMO to perform at a higher level in an Agile environment.
This presentation outlines a case study explaining how two organizations are successfully adopting program- and portfolio-level measures and metrics to reduce costs, improve predictable delivery, and quantify business value in an Agile environment.
This presentation discusses the 6 essential truths you must know about IT estimation and how they affect your project performance. It includes a brief overview of the SEER FOR IT (non-software) project estimation tool available from Galorath.
Understanding your application quality metrics will help you improve performance and reduce risk. Progressive CIOs and their teams have more than opinion about their critical applications, they have data. Find out how to get actionable, quality data about your critical applications.
This is a basic overview of the benefits and uses of function points for executive leadership.
This presentation of slides from a recent webinar outlines the four best practices that lead to higher PMO performance.
This report discusses the tension between organizational need of budgetary data for planned Agile deliverables vs traditional project cost accounting. Agile project lean-budgeting best practices at the portfolio level are highlighted to illuminate the importance of estimating and budgeting as Agile scales in an organization. The Scaled Agile Framework (SAFe) portfolio and value steam levels, as presented in SAFe 4.0, provide the backdrop for this discussion.
This report discusses the challenge Information Technology professionals face in marketing and selling their capabilities to their peers, or internal clients and how to meet that challenge in order to remain competitive in the ever commoditizing world of technology.
This report is intended to provide a value analysis, or business case, for how an effective estimating practice contributes value to the organization in both financial and non-financial terms.
The average cost to fix a defect at the end of the lifecycle is 400-800 times greater than if it were addressed earlier. On average, poor requirement practices account for 60 percent of a project’s time and budget. Organizations with well-defined, closely managed, and effectively measured quality activities succeed and continuously improve. Yet, in a recent survey, 77 percent of managers reported that bad decisions have been made due to a lack of accurate information.
This presentation outlines the TMMi model, the de facto international standard to assess and improve test maturity, featuring independent best practices from more than 14 quality and test models. It explores how TMMI can be used in conjunction with the GQM model to ensure that upper management is provided with the information they need to make informed business decisions.