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Vacatures bij AMIS services

Use of critical chain projectmanagement in an AMIS project.

3 years ago
by Maurik-Jan Veenman in
  Introduction: At AMIS we have a group of Project Managers who exchange experiences and knowledge with each other. This group read the book of Lawrence P. Leach about Critical Chain Project Management and the group agreed that we would try out the ideas described in this book in our projects. The book takes the ideas from Goldratt (The goal) and transfers them from a Production environment to a Project environment. The results described in the book (projects delivered for far less (up to 40%) than the original time and budget) made us very enthusiastic.   The key issue described in the book is to find the ‘bottleneck resources’ in a project, and make sure that these ones are always at work at full capacity. In case of a System Development Process it usually is a top developer or a functional designer. To make sure they can go on with their work, one has to arrange that there is a buffer of work in the chain before them, so they cannot run out of work. One must also make sure that these scarce resources are working on the things that only they can do, for making the team realize their goal (Project delivered in time and on or below budget), and nothing else.   A second More >
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Agile software development, the principles. Principle 7: Working software is the primary measure of progress.

4 years ago
by Robbrecht van Amerongen in , , , ,

This is the seventh of 12 posts about the principles of agile software development. Purpose is to go back to the start of the agile manifesto (http://agilemanifesto.org/principles.html) and discuss the implementation of the 12 principles in real life software engineering. Goals of agility are to go deliver software of higher quality, faster, with a higher acceptance to end-users and able to follow the changing business requirements to strive for competitive advantage.

The question is: is this going to work in practice or is this only based on a nice marketing and sales story.

Principle 7: Working software is the primary measure of progress. How do you measure progress in agile projects? The required functionality is not fixed and the planning of construction and delivery of these requirements is done by the team, in a very late stage. This is something traditional project managers have a hard time to cope with. They think it is impossible to control a project, with an unclear outcome and a planning, that is based upon a work backlog and the duration of a sprint (iteration).

The fundamental measure of progress is measuring things that are finished. Software (in our More >

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