Presentation: Smart Agile Metrics
PMBOK v5 Update.

Agile Productivity

ProductivitySMEs, SM0s and the Deluded Developer Day

We all want Subject Matter Experts (SMEs), but what happens if we get a Subject Matter Zeros (SM0s)?  How does that impact your schedule, and what about team members who have “other project commitments”? Before you know it, that 6 month schedule that looked pretty comfortable, is looking like a fairy tale.

I recently attended a great presentation by Lee Lambert at my local PMI conference and while he was not talking about agile per say, his commentary on SMEs and part time resources struck a chord, which I would like to share.

The role of the customer, the business, the Subject Matter Expert (SME) on agile projects is vital. They not only help provide requirements, but also clarify details, validate prototypes, perform UAT, tell us about business changes, articulate the goal, prioritize, the list goes on. Great SMEs are like great multi-disciplined developers who can do BA work, architecture, development, and QA – they can just make projects happen. It is rare to get these mythical beings, but I have been fortunate to work with a few.

More commonly we work with SMEs with limited time who have a preference for one or two areas of work, such as providing requirements or testing increments of software. We obviously want the best SMEs we can get, but the best people are always busy since they “get-it” and can crank out work – so who wouldn’t want to engage them?

When SMEs are not available we can assign proxy customers, where perhaps a BA plays the role of the customer, or we get someone more junior from the business who may be less experienced in the role than ideal. These are just the realities of working in companies today and as the Rolling Stones said, “You can't always get what you want, But if you try sometimes you just might find, You get what you need”. When this happens we just need to be sure we understand the consequences to our schedule.

The other factor is team member availability, ideally this is 100%. This makes face-to-face meetings easy, resource leveling a breeze, and a one day task often does actually get done in one day, imagine that! “You, you may say I'm a dreamer, but I'm not the only one”, many project schedules are planned this way even when commitments for support and other projects take availability from the project.

Overall Task Duration is dictated by the productivity of our resources along with their availability, as follows:E1
So if a task was estimated at 8 hours (one day) for our SME & Dev combo, but we did not get the SME we wanted and instead got a SM0 who, lets optimistically assume is 50% as productive as our SME. Also the developer is not 100% committed to the team, but split across 2 projects and also providing production support for those projects, then their true availability for new development on our project might be only 25%.

Using these figures for our 8 hour task we get:  E2
This result can be surprising, we instinctively knew it would take longer since the business involvement was not perfect and the developer had other work, most PMs factor in 3-4 times longer, maybe 5-6 times, but it is rare for the full 8 times longer to be properly incorporated.

This is why ideas like Yesterday’s Weather (gauging performance based on previous results) and measuring team capacity via Velocity are often better predictors of completion rates.  The other point it illustrates is the impact and significance of suboptimal resources and non-dedicated participants.

As always the best time to influence project durations and success factors is when selecting the people for the project. It is a too easy to overlook the true impact of a few small compromises and not properly explain the consequences that then accumulate to make projects late. We can use the Task Duration formula to illustrate this or rely on the Beatles “Help, I need somebody; Help, not just anybody, Help…”.


Bio: Mike Griffiths is a project manager who seriously needs to update his music collection. He has served on the board of the Agile Alliance and the APLN. Mike is a contributor to the PMBOK v5 Guide, the Software Extension to the PMBOK Guide, the PMI Agile CoP, and the PMI-ACP Steering Committees.

 This post first appeared in here.


Ryan B

Fantastic article Mike. Very insightful.

The comments to this entry are closed.