The Estimate Maturity Model Can Improve Project Success
Dan Galorath briefed the Galorath estimate maturity model, a method of evaluating where the organization is in estimation practice and where it wants / needs to go.
This paper discusses poor estimates and their impact on projects as well as how to improve estimate maturity as a means to more successful projects.
The presentation concludes:
- Estimation and estimation process are core for successful software projects
- Improving estimate maturity can improve your project success rate
- Gartner says even SEER use improves estimate vs. actual variance by 50%
- A good guess is not a substitute for a viable estimate
- Looking at total ownership cost can change project prospective
- Much of the industry is at level 1 in estimation maturity
- Process initiatives like CMMI require:
- Estimation & planning, monitoring & control, measurement & analysis
- IT Infrastructure and IT Services are significant costs and must be estimated in addition to software development and maintenance
Thank you for reading “Dan on Estimating”, if you would like more information about Galorath’s estimation models, please visit our contact page or call us at +1 310 414-3222.
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A Business Imperative for Change From the Taskforce on Defense Acquisition Law and Oversight
This document analyses Government Acquisition Reform and was developed by a business task force including a who’s who of American technology business and government. It is very relevant to those concerned with DoD acquisition costs. I have included a few quotes and conclusions here to give the reader a flavor of the document.
“I reject the notion that we have to waste billions of taxpayer dollars to keep this nation secure.†—Barack Obama
1. Requirements need to be iterative
“Higher costs, whether based on low estimates or poor enterprise management, is unacceptable and harmful to the defense enterprise.â€
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“While the shortcomings of defense acquisition are manifold, the issue that has drawn by far the greatest criticism to date is the high cost, and cost growth, of the products it produces. Simply stated, we are on an unsustainable cost trajectory.” —John Young, former USD (AT&L)
 Adherence to program execution processes aimed at satisfying the needs of the war fighter is essential: with resources to address contingencies, with proven technology, and viable poor estimates of production volumes. Programs should be funded when:
 1. the requirement is clear (And requirements should be iterative);
2) funding is adequate, including reserves, is available
3) the technology is proven
 4) the system concept is well-defined
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Thank you for reading “Dan on Estimating”, if you would like more information about Galorath’s estimation models, please visit our contact page or call us at +1 310 414-3222.
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Computing the Business Value of IT
While I am a strong proponent of examining the business value of IT systems in terms of return on investment, net present value, internal rate of return and other quantified measures. Â There are some additional considerations that should be used with prudence:
- Intangible Benefits: For example improved customer satisfaction, better image.
- Additional Future Benefits From Groundwork Laid By This Project:Â Foe example: deploying a new CRM system that lays the groundwork for a human resources system within the same structure.
Thank you for reading “Dan on Estimating”, if you would like more information about Galorath’s estimation models, please visit our contact page or call us at +1 310 414-3222.