Time Boxing
Time Boxing
Time Boxing
Timeboxes are used as a form of risk management for tasks that easily run over their
deadlines. The end date is set in stone and may not be changed. If the team exceeds the date,
the work is considered a failure and is cancelled or rescheduled. Some timebox methods allow
the team to adjust the scope of the task in order to meet the deadline.
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Without timeboxing, projects usually work to a fixed scope[3], such that when it is clear that
some deliverables cannot be completed, either the deadline slips (to allow more time) or more
people are involved (to do more in the same time). Usually both happen, delivery is late, costs
go up, and often quality suffers (if only that requirements had changed by the time the project
delivered).[citation needed]
With timeboxing, the deadline is fixed, but the scope may be reduced. This focuses work on
the most important deliverables. For this reason, timeboxing depends on the MoSCoW
prioritisation of deliverables, to ensure that it is the project stakeholders who determine the
important deliverables rather than software developers.
A lack of detailed specifications typically is the result of a lack of time, or the lack of
knowledge of the desired end result (solution). In many types of projects, and especially in
software engineering, analyzing and defining all requirements and specifications before the
start of the realization phase is impossible. Timeboxing can be a favorable type of contracting
for projects in which the deadline is the most critical aspect and when not all requirements are
completely specified up front.[citations needed]
The advantages of timeboxing over working with more traditional methods - in which there is
a need to specify all details and features upfront - are that work can be started on the actual
solution, or product, sooner, because less requirements and specifications gathering is
necessary upfront. There is also a better structure for allowing for new insights that are
developed during the project to be reflected in the end result.[citations needed]
This method can also be used to overcome procrastination (delaying activities or tasks).
[edit] References
1. ^ What are the Triple Constraints in Project Management, article by Rod Hutchings on
Project Management Australia (22 Oct 2008)
2. ^ Snedaker, Susan; Nels Hoenig (2005). How to Cheat at IT Project Management. Syngress.
ISBN 1-5974-9037-7.
3. ^ Godin, Seth. Getting Real. 37signals.