Long, K.; Becla, J.; Economou, F.; Gelman, M.; Juric, M.; Lambert, R.; Krughoff, S.; Swinbank, J.D.; Wu, X.
Jeffrey Kantor ; Kevin Long ; Jacek Becla ; Frossie Economou ; Margaret Gelman, et al. " Agile software development in an earned value world: a survival guide ", Proc. SPIE 9911, Modeling, Systems Engineering, and Project Management for Astronomy VI, 99110N (August 19, 2016); doi:10.1117/12.2233380; http://dx.doi.org/10.1117/12.2233380
Abstract:
Agile methodologies are current best practice in software development. They are favored for, among other reasons, preventing premature optimization by taking a somewhat short-term focus, and allowing frequent replans/reprioritizations of upcoming development work based on recent results and current backlog. At the same time, funding agencies prescribe earned value management accounting for large projects which, these days, inevitably include substantial software components. Earned Value approaches emphasize a more comprehensive and typically longer-range plan, and tend to characterize frequent replans and reprioritizations as indicative of problems. Here we describe the planning, execution and reporting framework used by the LSST Data Management team, that navigates these opposite tensions. © (2016) COPYRIGHT Society of Photo-Optical Instrumentation Engineers (SPIE). Downloading of the abstract is permitted for personal use only.
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Bibtex reference:
@proceeding{doi:10.1117/12.2233380,
author = {Kantor, Jeffrey and Long, Kevin and Becla, Jacek and Economou, Frossie and Gelman, Margaret and Juric, Mario and Lambert, Ron and Krughoff, Simon and Swinbank, John D. and Wu, Xiuqin},
title = {
Agile software development in an earned value world: a survival guide
},
journal = {Proc. SPIE},
volume = {9911},
number = {},
pages = {99110N-99110N-18},
abstract = {
Agile methodologies are current best practice in software development. They are favored for, among other reasons, preventing premature optimization by taking a somewhat short-term focus, and allowing frequent replans/reprioritizations of upcoming development work based on recent results and current backlog. At the same time, funding agencies prescribe earned value management accounting for large projects which, these days, inevitably include substantial software components. Earned Value approaches emphasize a more comprehensive and typically longer-range plan, and tend to characterize frequent replans and reprioritizations as indicative of problems. Here we describe the planning, execution and reporting framework used by the LSST Data Management team, that navigates these opposite tensions.
},
year = {2016},
doi = {10.1117/12.2233380},
URL = { http://dx.doi.org/10.1117/12.2233380},
eprint = {}
}
