The ultimate goal of planning is the implementation of plans. One is interested in the planning process and its product — the plan, only insofar that it leads to the effective execution of the project. — “Ninety-Nine Rules for Managing ‘Faster, Better, Cheaper’ Projects” Read more →
EppsNet Archive: Software Development
Flexibility
The customer’s needs must dictate the project’s objectives, and in a dynamic environment, invariably one of these objectives is flexibility. — “Ninety-Nine Rules for Managing ‘Faster, Better, Cheaper’ Projects” Read more →
Early Planning
The maximum potential for influencing project outcomes occurs early in the conceptual and definition phases of the project. Autopsies of most failed projects indicate that the disasters were “well planned” to happen from the start. Therefore, even in an era of uncertainty and accelerated speed, don’t rush to execution with only superficial preparations — invest quality time in early planning. — “Ninety-Nine Rules for Managing ‘Faster, Better, Cheaper’ Projects” Read more →
New Programming Jargon
Excerpts from Global Nerdy: Bugfoot A bug that isn’t reproducible and has been sighted by only one person. Shrug Report A bug report with no error message or “how to reproduce” steps and only a vague description of the problem. Usually contains the phrase “doesn’t work.” Smug Report A bug report submitted by a user who thinks he knows a lot more about the system’s design than he really does. Filled with irrelevant technical details and one or more suggestions (always wrong) about what he thinks is causing the problem and how we should fix it. Read more →
The Authority of Ideas
A team committed to providing great products or services on time will shift its point of view on authority. It will move from viewing authority as emanating from bosses to viewing authority as emanating from ideas and from the nurturing and championship of an ecology of ideas. — Jim McCarthy Read more →
Time and People Shortages
High-tech workers fervently believe in time and people shortages. Much of the time, you have no idea whether a shortage really exists. You assume that the shortage is real, instead of carefully examining the situation. Many explanations based on insufficiencies arise from unexamined assumptions. — Jim McCarthy Read more →
The Real Development Task
The real development task of a project is to create a community capable of making and keeping hundreds of small but vital promises. — Jim McCarthy Read more →
Less Like Waiters
Software professionals need to behave more like doctors and less like waiters. Stop taking orders and start helping. — Jeff Patton Read more →
The Goal on a Project
The goal on a project is not to have the correct plan in advance but to make the right decisions every day as things that were unknown become known. — Jim McCarthy Read more →
Adventures in Agile: The Scrum Board
For 3-1/2 months, we’ve been using a scrum board — not the one in the photo, but similar — to track tasks on a development project. Tasks start out on the left side of the board in a Not Started column, then move through In Progress, Code Complete and User Testing on the way to Done. Today someone said, “We need a list of everything that still needs to be done — like the scrum board, but could you put it in a spreadsheet?” Ummm, I could, but it wouldn’t contain any additional information than what’s on the board. That was an eye-opener to me. I like the scrum board format because it keeps things visible. It’s easy to see what all the tasks are and it’s easy to see the status of each task. It never occurred to me that if you record information on Post-Its and stick them… Read more →
Twitter: 2009-11-12
RT @mashable Bill Gates’ Plan for Fixing the World http://bit.ly/4ABw03 # RT @SarahKSilverman: Sometimes when I'm by myself I say out loud, "BarTHelona" & giggle at that lispy accent they have. ah shit, I have fun. # RT @capricecrane: They say a lie gets around the world before the truth gets its pants on. Why the truth is pantsless, no one ever says. # User Story Mapping: modeling user stories for effective understanding of your system and planning incremental releases: http://bit.ly/1LQ17h # If my office gets one degree colder I'm going home… # Read more →
Jerry Weinberg
Jerry Weinberg has been for almost 50 years the leader in considering software engineering not just as a technical practice but as a human activity. I’ve read seven of his books and with the exception of people I’ve actually worked with, I’ve learned more about IT from Jerry than from any other person. He’s recently been diagnosed with what doctors say is a fatal illness. He has a CaringBridge site where he can read messages. Read more →
An Obstacle Course
Pretend that your project is an obstacle course and you want to get the biggest obstacles over with in the beginning. Here are some strategies for being on time or early: You want to know what all the obstacles are as soon as possible. You want to deal with the biggest, hardest obstacles first. You want to complete every obstacle as soon as possible, rather than “on schedule.” If you can go around an obstacle or skip it, do that. Your team has to stay on the same course. You don’t want part of your team on a different course. Getting your team aligned about the blocks and how to deal with them using the entire team IQ is much more efficient than “working hard” or pounding away at the problem. Look for the big ideas. Make sure team members aren’t going over obstacles that don’t exist. What’s the biggest… Read more →
Control is Not Important
To understand control’s real role [in software development], you need to distinguish between two drastically different kinds of projects: Project A will eventually cost about a million dollars and produce value of around $1.1 million. Project B will eventually cost about a million dollars and produce value of more than $50 million. What’s immediately apparent is that control is really important for Project A but almost not at all important for Project B. This leads us to the odd conclusion that strict control is something that matters a lot on relatively useless projects and much less on useful projects. It suggests that the more you focus on control, the more likely you’re working on a project that’s striving to deliver something of relatively minor value. To my mind, the question that’s much more important than how to control a software project is, why on earth are we doing so many… Read more →
Ultra Lean Planning
I’m not wholeheartedly endorsing the Ultra Lean Planning approach but it does lead you to question how much of the overhead of traditional software development is really necessary. It may be important to know that the author is one of the top guys in the industry and not a random flake. Read more →
Twitter: 2009-07-16
RT @KathySierra: We discuss UI 4 books, but isn't it UX that matters? Non-fiction could look 2 game design, theater, learning, persuasion # RT @agile_coach: The sustainable delivery of business (customer) value is more important than the platform used. #scrum #agile # Read more →
The V Model
The graphic on the right came up for discussion at the office today. The V Model is a traditional model, still widely used, but (IMO) bad for at least a couple of reasons. Look where User Requirements and UAT are — the first and last items in the V. This ensures that the maximum amount of time goes by between users saying what they want and being able to test out the implementation. The more time that goes by between users saying what they want and being able to try it out, the more likely it is that they’re going to change their minds, for any number of reasons. That’s bad. If our testing is honest, there’s always some non-zero probablilty that the system will fail, again for any number of reasons — too slow, too buggy, not what I asked for, etc. By putting testing last, we don’t find… Read more →
Free Advice for Women Considering an IT Career
I’d just finished reading another tiresome “why oh why aren’t there more women in IT?” article when I found a former colleague on LinkedIn . . . he lists his job title as “Analyst, Software Quality Assurnace.” Would you hire him as a QA guy? I wouldn’t, and that’s even before I saw how he misspelled “Assurance.” The IT “profession” is chock full of idiots like this. Why anyone thinks women are missing out on something if they don’t work in IT is a total mystery. If I had a daughter, I would tell her to be a meeting planner or a flight attendant . . . Thus spoke The Programmer. Read more →
Programmers Say the Darndest Things
It’s done but we’re still working on a few things. Then it’s not done, is it? It mostly works, but it still needs a lot of testing. How do you know it mostly works if it still needs a lot of testing? Isn’t that what testing is for — to figure out if it works? I’m not making these up, by the way . . . Read more →
Why Would You Use Agile for Offshore Development?
More of my customers have been asking me how to use agile processes, particularly Scrum, to help them manage offshore development. Since offshore development undercuts many of the practices that promote agile productivity, I ask them why they don’t just increase the productivity of their teams by thoroughly introducing agility? It seems that offshore development, with its potential for lower unit costs (dollars per programmer day), offers management hope that their losses can be reduced. Since the project is probably going to fail anyway, let’s minimize our losses by lowering our investment by using lower priced resources. A more optimistic, agile, way of looking at this problem is to fix the problem at home and increase the probability of success. — Ken Schwaber Read more →