#ikiwisi

[eerizon]

You smile at him, tilting your head.

“Where’s the fun in that?”

i know it when i see it by @bageldaddy

[inasunlitroom]

“you know what you’re getting into here, right? this isn’t a business for nice girls.” || moodboard for i know it when i see it by @bageldaddy

[wintrwinchestr]

lil get to know me game :)

tysm for tagging me @beefrobeefcal!!

RULES: answer + tag 9 people you want to get to know better and/or catch up with!

favorite color: pink 🎀

last song: satanic panic by i dont know how but they found me

currently reading: literally only fanfic lol!! some lil shoutouts to a few series i'm currently reading: smother, mmitb, & ikiwisi <3

currently watching: nothing 😭 when i'm not at work i'm either drawing, writing, or playing red dead online

currently craving: something chocolate. like a tim tam or hazelnut chocolate bar or ice cream or something.

coffee or tea: i can't possibly choose. all the blood in my body has been replaced with either sweet tea or coffee.

np tags for @beardedjoel @atticrissfinch @bageldaddy @polaroidpascal @joelsdagger @joeloverture @covetyou @justagalwhowrites @strang3lov3 and anyone else who wants to play!! :)

[raviscrumknowledge]

All about Confirming Benefits in Scrum

Confirming Benefits, the Scrum Way!

It is not the delivery of project’s outputs that determines the success or failure of a project but the delivery of the project’s benefits. In this piece of writing, let’s try to understand Scrum’s approach to realization and confirmation of expected benefits of a project.

Throughout a project, it is important to verify whether benefits are being realized. Whether the products of a Scrum project are tangible or intangible, appropriate benefit realization planning and verification techniques are required to confirm that the project deliverables with benefits and value are being created by the Scrum team members. So a well-structured benefit realization plan helps the teams map benefits of individual projects to the overall programme and corporate strategic objectives.

This also helps in tracking the identified benefits even after completion of Scrum project and handover of deliverables.

At the beginning of the project, all the project outputs, outcomes and benefits expected by the user groups and other key Business stakeholders should be identified and documented. And a means of measuring benefits, key responsibilities and accountabilities associated with benefits, time of benefit realization, etc. should also be agreed. At pre-determined intervals, the team should review the benefit realization plan to assess the status of expected benefits and to incorporate any changes in the forecast of realization of benefits.

Now, let’s look at some of the ways of confirming benefits. Some useful techniques are use of prototypes, simulations, workshops, demonstrations etc. Demonstrating prototypes to customers and simulating their functionalities are commonly used techniques for confirming value.

Often,after using the features or having them demonstrated, customers can more clearly determine whether the features are adequate and suitable for their needs. They might realize a need for additional features, or may decide to modify previously defined feature requirements. In product development, this customer experience has come to be known as IKIWISI (I’ll Know It When I See It).

Through demonstrations or access to early iterations, customers can also evaluate to what degree the team has successfully interpreted their requirements and met their expectations.

[framelink]

Why is software always late?

Differences between plans and reality are common to all projects, be it launching a mission to Mars or building a software solution. However, delays in software development have some interesting particularities that may be worth analyzing.

This is an old theme. In 1986, Alfred Spector, president of Transarc Corporation, co-authored a paper comparing bridge building to software development. The premise: Bridges are normally built on-time, on- budget, and do not fall down (3).  In a study from the late eighties of last century, over-optimistic planning was named by 44% of the respondents (1) as the main reason for software projects delay. Another related reason (20%) was underestimation of the project complexity. Other studies agreed “that the reasons were not technical in nature, but related to organizational, managerial, and human aspects” (1). One study concludes that “to some extend, a project cannot be executed according to plan, because external entities do not fill their agreements” (1).

What is the cause of such differences between building bridges and building software?

An interesting explanation is the fact that in most cases, the goal of the bridge project remains unchanged from conception to implementation, while in software projects it is frequent the reformulation or addition of new goals. A kind of moving target.

We think we have a clear idea of what we want, but when we “see” the idea implemented we discover a much better idea.  We find this “I know it when I see it” (IKIWISI) when we are browsing around to buy something, but we do not know exactly what.  

Software projects may have an extensive description of the job to be done and a clear set of steps (or method) to be followed to get the job done, but the devil appears in the missing details.

This is an old problem. In the seventies and eighties several methodologies tried to solve this problem, such as Peter Checkland's soft systems methodology, Larry Constantine's structured design, Edward Yourdon's Yourdon Structured Method, Michael A. Jackson's Jackson Structured Programming, Tom DeMarco's structured analysis and others.

At the time clients and software professionals believed that the lack of a proper methodology was the sole reason for missing timelines and budgets. In UK, a very bureaucratic step by step approach like SSADM (Structured Systems Analysis and Design Method) become a mandatory approach for government software projects, Merise was the French equivalent, the EU promoted Euromethod. Companies like IBM had a proposal based on James Martin’s Information Engineering (later convert to an object-oriented version). None of these recipies to produce complex taylor made software on time and on budget really succeded and after several revisions most of these approaches where abandoned or completely changed. SSADM version 1 was launched in 1981, version 4.2 was launched in 1995 and after 2000 it was forgotten. Does this mean that we gave up the hope of being able to produce software on time and on budget?

No. In the nineties, some steps were done to follow the “I know it when I see it” (IKIWISI) law.  Several agile and incremental methods such as DSDM (Dynamics System Development Method 1994) and Scrum appeared. Big Corporations with database products like Microsoft (Microsoft Solutions Framework was launched in 1993 with a last version 4.0 in 2005) IBM and ORACLE (Richard Barker CASE Method - 1990) , nobody heard about it. To make a long story short, how can we build software on time and on budget 2020?

Now we speak about Agile and Lean and Extreme programming.

   1)      Van Genuchten - https://pdfs.semanticscholar.org/0f42/4cbb06e8b57b58a200f840775992eb307d47.pdf

2)      https://en.wikipedia.org/wiki/List_of_failed_and_overbudget_custom_software_projects

3)      https://www.projectsmart.co.uk/white-papers/chaos-report.pdf

4)      https://www.projectmanagement-training.net/appendix-1-causes-of-delays-in-it-projects/

[scarletjedi]

Home Base chapter drafted :D I’ll definitely be posting that later tonight. 

I’m about 800 words shy of goal. IKIWISI, I’ll be with you a moment :D

[julzcahn]

IKIWISI from Julz Canh on Vimeo.

[scrummeeting]

Confirming Benefits in Scrum

Throughout a project, it is important to verify whether benefits are being realized. Whether the products of a Scrum project are tangible or intangible, appropriate benefit realization planning and verification techniques are required to confirm that the project deliverables with benefits and value are being created by the Scrum team members. So a well-structured benefit realization plan helps the teams map benefits of individual projects to the overall programme and corporate strategic objectives. This also helps in tracking the identified benefits even after completion of Scrum project and handover of deliverables.

At the beginning of the project, all the project outputs, outcomes and benefits expected by the user groups and other key stakeholders should be identified and documented. And a means of measuring benefits, key responsibilities and accountabilities associated with benefits, time of benefit realization, etc. should also be agreed. At pre-determined intervals, the team should review the benefit realization plan to assess the status of expected benefits and to incorporate any changes in the forecast of realization of benefits.

Now, let’s look at some of the ways of confirming benefits. Some useful techniques are use of prototypes, simulations, workshops, demonstrations etc. Demonstrating prototypes to customers and simulating their functionalities are commonly used techniques for confirming value. Often, after using the features or having them demonstrated, customers can more clearly determine whether the features are adequate and suitable for their needs. They might realize a need for additional features, or may decide to modify previously defined feature requirements. In product development, this customer experience has come to be known as IKIWISI (I’ll Know It When I See It).

Through demonstrations or access to early iterations, customers can also evaluate to what degree the team has successfully interpreted their requirements and met their expectations.

To know more, Please visit www.scrumstudy.com