2. Closed Loop?
Closed loop refers to a check and balance
approach to project delivery
As a services company we should measure
certain metrics that guide project managers
where and why projects go over (or under)
estimated budget
6. WBS Content
Think of project in modules/features, user
stories and tasks
WBS is not just development
Testing, scripts, builds, product definition, UI
work etc. are all part of WBS
Our estimation sheet automatically ads PM,
testing, and bug fixing effort
Generally in mobile and web apps we can
derive WBS screen by screen plus backend
processes
8. WBS Rules
WBS items should not base on un-documented
assumptions
WBS item should define functionality and not a
mere UI item
• E.g. Login button IS NOT a WBS item
• Login feature (including UI) IS a WBS item
Ask maximum questions to client/sales
team, lesser the assumptions better the WBS
Break bigger items that go over 2 days into
smaller items
Too small an items are seldom useful e.g. 2 Hour
tasks
10. Estimation Process
PM should create the WBS
Senior engineers should provide effort estimate
How to assign days/hours to a task?
• Based on previous experience
• Avoid re-inventing the wheel and consider existing modules
• A very aggressive estimate is equally harmful as a very safe estimate
• Delivery team will be separate from estimate team so realistic
estimates will help
Make detailed notes in assumptions column as it will greatly
help the implementation team
• Suggested modules
• Assumptions
• Suggested approaches
Ideally WBS items should directly translate into tickets
12. Project Plan
A project plan will help layout overall picture
of project start till delivery
Sprints can be derived from the project plan
Deviating from project plan is not a bad thing
but you will be able to track it
MS Project Plan and OpenProj both decent
tools for project plan creation
15. Project Kick-Off Meeting
Introduce project team (internal and external
i.e. client)
Discuss project requirements and WBS and
identify gaps
Discuss with Sales/Engagement manager for
gpas
Discuss deliverables
Discuss milestones and dates
17. Ticket Creation
WBS items should translate into
tickets
WBS estimate should go into
‘Original Estimate’, even if you
do not agree to its number value
Engineer should log actual hours
worked on ticket and DO NOT
manually change remaining
estimate
PM should label on ticket in case
the delta between original
estimate and logged hours is
more than 25%
19. Use labels to mark tickets
that need analysis
Original estimate too tight/loose
• Who to judge: PM or a senior
engineer
• Apply label Original-Estimate-
Issue
Unclear or missed requirements
from sales/estimation collateral
• Should apply label Missed-
Unclear-Req
Scope change
• PM makes this call and applies
a label on ticket; Scope-
Change
You can search based on labels
20. Utilize Sprint Retrospective Meeting
Retrospective meeting is a good time to
touch base on tickets which went over and
under initial estimate
PM should label/comment on tickets with
implementation engineer’s consent
All major deltas should be communicated to
Engagement Manager
27. Catch 22’s
The purpose of ‘Closed Loop’ is not a blame
game, rather improve process and
knowledge for overall company
The exercise should not be presented as a
police activity so it does not discourage team
members
The process will not work if engineer’s do not
log hours or not put Original Estimates