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Don’t Wait For Things To Get Easier

It is so easy to sit back and wait for things to get easier before you dive in and attempt to do them. You can’t start your fitness program or diet right now, because work is too hard or finances are too tight. You can’t start writing your book, because you just aren’t ready yet. […]

The post Don’t Wait For Things To Get Easier appeared first on Simple Programmer.

Categories: Programming

Hanging Out

NOOP.NL - Jurgen Appelo - 9 hours 42 min ago
Hanging out...

This week I spent more time hangout out with people, which means less time is available for my blog. Sorry about that! (Also, I have a book to finish…)

The post Hanging Out appeared first on NOOP.NL.

Categories: Project Management

Better Management for Networked Organizations

NOOP.NL - Jurgen Appelo - 9 hours 44 min ago
Networked Organization

People are in need of different answers. They need answers to questions about how to implement better management with fewer managers. Creative networkers cannot rely on bosses to grow healthy organizations for them. They need to know how to manage things together.

I firmly believe that networked organizations own the future.

The post Better Management for Networked Organizations appeared first on NOOP.NL.

Categories: Project Management

Quote of the Day

Herding Cats - Glen Alleman - 11 hours 35 min ago

Recipes exist to get ideas, not to be followed to the letter†

The recipe for a project is described by its Capabilities. The technical and operational requirements need to support those capabilities, but defining those up front and following them to the letter restricts the creativity of the project team, just like it restricts the creativity of the chef. 

† Epicurious web site comment on Vichyssoise recipe

Categories: Project Management

The Difference Between IT Success and Project Success

The recent well publicized problems with the Health Care web site, to support the Affordable Care Act (ACA), when it was launched in late October drove home a very important point to me: There is a fundamental difference between the success of a project (business or government initiative) as whole and the performance of the […]

The Difference Between IT Success and Project Success is a post from: http://requirements.seilevel.com/blog

Categories: Requirements

Reviews and Inspection: Now For Something A Lot Less Formal

 

My brother owns a firm that builds custom houses. In his business the walkthrough is a critical quality and communication tool to ensure the customer and his build crews stay synchronized.

My brother owns a firm that builds custom houses. In his business the walkthrough is a critical quality and communication tool to ensure the customer and his build crews stay synchronized.

The most formal version of reviews and inspection are Fagan-style inspections.  Inspections are very rigorous in removing defects from any type of deliverable. However, the cost and overhead of these inspections have led to the development of a wide range of less formal techniques.  The goal of the less formal techniques is find a balance between the benefit and cost of inspections. The least formal and most common review technique is the desk check.

The roles:

Author ‚Äď The author is the person that created the deliverable being reviewed.¬† He or she sends the deliverable (or link) to the person doing the review, answers questions (if asked) and reacts to feedback.

Reviewer ‚Äď Reads the deliverable and provides feedback to the author.

Simple Desk Check Process:

  1. The author recruits one or more reviewers. It is common courtesy to always ask before you send a document to be reviewed.  When you ask, I suggest making sure that you provide the reviewer with any relevant context.  Context can include information like an overview of your assignment, relevant standards and when you need the review completed.
  2. Send the deliverable or link the reviewer.
  3. The reviewer reads and comments on the deliverable based on the agreed upon time box.  I believe it is a good idea that the reviewer write down any comments and defects to share with the author.  The only exception to this rule is if the author and reviewer are in close proximity (such as pair programming) AND the problem can be fixed on the spot. Don’t trust memories.

The desk check process is very simple and very compact. All of my writings are desk checked by one or two editors. 99% percent of the time the review and my consumption of the information generated is asynchronous.  They edit the document and then at some point in the future I make corrections.  If my editors did not write down the feedback and just left a voice message I would never be able to remember the things I need to fix (it would also have to be a long message).  On the occasions that we are in the same location the process is far richer because we talk and make corrections interactively (this is the power of collaborative reviews).

There is almost always no pre-work for this type of review.

A second type of less formal review is the Walkthrough:

The roles:

Author‚Äď Same as in the desk check, except when they act as the reader and scribe (see below)

Reader ‚Äď Reads or presents the deliverable being reviewed. Almost always the author.

Scribe ‚Äď Record comments and defects identified during the walk through.¬† Many times this role is filled by the author.

Reviewer ‚Äď Attends the walkthrough and provides feedback to the author. In more formal versions of a walkthrough, the reviewer may be asked to pre-read or pre-review the deliverable before the walk through.

A simple walkthrough process:

  1. The Author recruits reviewers.  As in the desk check type of review, make sure that you provide the reviewer with any relevant context.  Context can include information like an overview of your assignment, relevant standards and when you need the review completed.
  2. Send a meeting request for the walk through meeting. When remote participants are involved you will need to leverage collaborative tools that allow the deliverable to be shared and so that participants can hear each other.
  3. Send the deliverable or link the reviewers so they can prepare for the walk through. (Optional)
  4. During the walk through the reader presents or reads the deliverable to reviewers. The reviewers consider the material being presented and provide feedback that is recorded. In order for walkthroughs to be effective they need to be time boxed. 45 to 60 minutes is usually the limit of attention spans.
  5. After the walkthrough the author will need to follow-up on the comments and defects generated during the walkthrough.

My brother owns a firm that builds custom houses. In his business the walkthrough is a critical quality and communication tool to ensure the customer and his build crews stay synchronized.

The desk check and the walkthrough are generally less effective than an inspection. However, they strike a good balance between degree of rigor and their ability to find and remove defects.  Rigor is highly correlated to cost and overhead. Informal and formal reviews and inspections can also be combined.  For example, I recently reviewed a process for an avionic firm that requires all designs and code to be desk checked before it is formally inspected. The firm’s goal is to remove 99.9+% of the defects prior to a production release on all life critical software. Just because a review technique is informal doesn’t mean that it is not valuable.


Categories: Process Management

Neo4j: Cypher ‚Äď Flatten a collection

Mark Needham - Wed, 04/23/2014 - 23:02

Every now and then in Cypher land we’ll end up with a collection of arrays, often created via the COLLECT function, that we want to squash down into one array.

For example let’s say we have the following array of arrays…

$ RETURN [[1,2,3], [4,5,6], [7,8,9]] AS result;
==> +---------------------------+
==> | result                    |
==> +---------------------------+
==> | [[1,2,3],[4,5,6],[7,8,9]] |
==> +---------------------------+
==> 1 row

…and we want to return the array [1,2,3,4,5,6,7,8,9].

Many programming languages have a ‘flatten’ function and although cypher doesn’t we can make our own by using the REDUCE function:

$ WITH  [[1,2,3], [4,5,6], [7,8,9]] AS result 
  RETURN REDUCE(output = [], r IN result | output + r) AS flat;
==> +---------------------+
==> | flat                |
==> +---------------------+
==> | [1,2,3,4,5,6,7,8,9] |
==> +---------------------+
==> 1 row

Here we’re passing the array ‘output’ over the collection and adding the individual arrays ([1,2,3], [4,5,6] and [7,8,9]) to that array as we iterate over the collection.

If we’re working with numbers in Neo4j 2.0.1 we’ll get this type exception with this version of the code:

==> SyntaxException: Type mismatch: expected Any, Collection<Any> or Collection<Collection<Any>> but was Integer (line 1, column 148)

We can easily work around that by coercing the type of ‘output’ like so:

WITH  [[1,2,3], [4,5,6], [7,8,9]] AS result 
RETURN REDUCE(output = range(0,-1), r IN result | output + r);

Of course this is quite a simple example but we can handle more complicated scenarios as well by using nested calls to REDUCE. For example let’s say we wanted to completely flatten this array:

$ RETURN [[1,2,3], [4], [5, [6, 7]], [8,9]] AS result;
==> +-------------------------------+
==> | result                        |
==> +-------------------------------+
==> | [[1,2,3],[4],[5,[6,7]],[8,9]] |
==> +-------------------------------+
==> 1 row

We could write the following cypher code:

$ WITH  [[1,2,3], [4], [5, [6, 7]], [8,9]] AS result 
  RETURN REDUCE(output = [], r IN result | output + REDUCE(innerOutput = [], innerR in r | innerOutput + innerR)) AS flat;
==> +---------------------+
==> | flat                |
==> +---------------------+
==> | [1,2,3,4,5,6,7,8,9] |
==> +---------------------+
==> 1 row

Here we have an outer REDUCE function which iterates over [1,2,3], [4], [5, [6,7]] and [8,9] and then an inner REDUCE function which iterates over those individual arrays.

If we had more nesting then we could just introduce another level of nesting!

Categories: Programming

New Security Measures Will Affect Older (non-OAuth 2.0) Applications

Google Code Blog - Wed, 04/23/2014 - 18:00
By Antonio Fuentes, Google Identity Team

There is nothing more important than making sure our users and their information stay safe online. Doing that means providing security features at the user-level like 2-Step Verification and recovery options, and also involves a lot of work behind the scenes, both at Google and with developers like you. We've already implemented developer tools including Google Sign-in and support for OAuth 2.0 in Google APIs and IMAP, SMTP and XMPP, and we're always looking to raise the bar.

That's why, beginning in the second half of 2014, we'll start gradually increasing the security checks performed when users log in to Google. These additional checks will ensure that only the intended user has access to their account, whether through a browser, device or application. These changes will affect any application that sends a username and/or password to Google.

To better protect your users, we recommend you upgrade all of your applications to OAuth 2.0. If you choose not to do so, your users will be required to take extra steps in order to keep accessing your applications.

The standard Internet protocols we support all work with OAuth 2.0, as do most of our APIs. We leverage the work done by the IETF on OAuth 2.0 integration with IMAP, SMTP, POP, XMPP, CalDAV, and CardDAV.

In summary, if your application currently uses plain passwords to authenticate to Google, we strongly encourage you to minimize user disruption by switching to OAuth 2.0.

Antonio Fuentes is a Product Manager working on features to keep Google users safe. He has also worked on tools for third party developers looking to build on Google infrastructure.

Posted by Louis Gray, Googler
Categories: Programming

Here's a 1300 Year Old Solution to Resilience - Rebuild, Rebuild, Rebuild

How is it possible that a wooden Shinto shrine built in the 7th century is still standing? The answer depends on how you answer this philosophical head scratcher: With nearly every cell in your body continually being replaced, are you still the same person?

The Ise Grand Shrine has been in continuous existence for over 1300 years because every twenty years an exact replica has been rebuilt on an adjacent footprint. The former temple is then dismantled.

Now that's resilience. If you want something to last make it a living part of a culture. It's not so much the building that is remade, what is rebuilt and passed down from generation to generation is the meme that the shrine is important and worth preserving. The rest is an unfolding of that imperative.

You can see echoes of this same process in Open Source projects like Linux and the libraries and frameworks that get themselves reconstructed in each new environment.

The patterns of recurrence in software are the result of Darwinian selection process that keeps simplicity and value alive in human minds. 

A blog post on Persuing Wabi has some fabulous photos of the shrine along with a brief description of why it's the way it is:

Categories: Architecture

Concept of Operations First, then Capabilities, then Requirements

Herding Cats - Glen Alleman - Wed, 04/23/2014 - 13:49

The common practice of starting with requirements leads to the common complaint that  requirements change, we don't know what we want yet, our users aren't very good at defining requirements so we'll let them emerge. While these are common, they are usually a symptom of a missing piece of information.

We don't know what  capabilities  are needed and what is the Concept of Operations that those  capabilities will implement, the project as likely failed before it starts. If we do know the Capabilities and the Concept of Operations, we can then measure progress of our work effort, not in the passage or time, consumption of resources (including money), or the production of stories or  story points (which are unit-less and therefore pretty much meaningless to those paying the our work), but in   Measures of Effectiveness, Measures of Performance, and Technical Performance Measures..

Concept of Operations

Let's start with a formal defininton of the Concept of Operations

Screen Shot 2014-04-22 at 7.25.26 PM

What this tells us is that we need to start with what DONE looks like. DONE is not a set of features. DONE is not stories or story points. DONE is not modules, databases, bent metal. DONE is the ability, the capability to do something of value in echnage for the money we've spent.

The assessment of a capability is it's Measure of Effectiveness. These are operational measures of success that are closely related to the achievements of the mission or operational objectives evaluated in the operational environment, under a specific set of conditions. We need to define these upfront. The Measures of Effectiveness:

  • Are stated in units meaningful to the buyer,
  • Focus on capabilities independent of any technical implementation,
  • Are connected to the mission success or fulfillment of the business case

They are not emergement. They are descriptions of success. When we treat them as emergent, our project is chasing a moving target and is headed to the ditch.

Next are Measures of Performance. They  characterize physical or functional attributes relating to the system operation, measured or estimated under specific conditions. The Measures of Performance are:

  • Attributes that assure the system has the capability and capacity to perform,
  • Assessment of the system to assure it meets design requirements to satisfy the MoE.

Next comes the Technical Performance Measures. These are attributes  that determine how well a system or system element is satisfying or expected to satisfy a technical requirement or goal. The Technical Performance Measures:

  • Assess design progress,
  • Define compliance to performance requirements,
  • Identify technical risk,
  • Are limited to critical thresholds,
  • Include projected performance.

Notice we have not mentioned coding, development methods like Scrum or XP, teams, paired programming of anything to so with building code. With these items in place, all those activities have no reason for being, other than to consume money and pass time. None of those items having anything with moving the project toward DONE, other spend money and pass time. Oh, you'll get a pile of stories implemented. Are they the right stories? How would you know. You'll perform lots of Test Driven Design. Is is the right design. How would you know? 

Oh your customer is going to prioritize those stories and features. How are they going to know in the absence of knowing what DONE looks like.

Capabilities Based Planning

This has been presentde before, but now it has a reason - the Concept of Operations.

Capabilities based planning (v2) from Glen Alleman With the ConOps and CBP, we now have what we need to assess the development processes. 
  • What's the¬†value at risk?
  • What are the critical success factors for the project?
  • What information do we need to assess our progress to plan. We have a plan right. A strategy for showing up on or near the planned need date ar or near the planned cost.
  • What is going to prevent this project from being successful and what are we going to do about those things before they impact our success?
  • How are we going to measure¬†physical percent complete from our work effort?

We Know the Answer To That Rights?

  • Measures of Effectiveness
  • Measures of Performance
  • Technical Performance Measures

NEVER

  • Passage of time
  • Consumption of money
  • Production of features
  • Absorption of hours of labor
Related articles Requirements Elicitation Calculating "Earned Value" 5 Questions That Need Answers for Project Success Elements of Project Success How Not To Develop What "Done" Look Like Why Johnny Can't Estimate or the Dystopia of Poor Estimating Practices Capabilities Based Planning
Categories: Project Management

Arsonists in a Field of Straw Men: Elicitation from a Blank Slate

Software Requirements Blog - Seilevel.com - Wed, 04/23/2014 - 12:33
On a recent project, I was sitting in a room full of subject matter experts (SMEs), trying to document a business process using the trusty Process Flow model, when trouble struck. Before the meeting, the team was ‚Äúlucky‚ÄĚ enough to discover process flows for the very process we were focusing on; the only issue was […]

Arsonists in a Field of Straw Men: Elicitation from a Blank Slate is a post from: http://requirements.seilevel.com/blog

Categories: Requirements

Reviews and Inspections: How To Do Basic Inspections

Inspections are the gold standard.

Inspections are the gold standard.

 

Inspections are peer reviews by trained individuals using a formal, structured method. Inspections represent the GOLD standard for reviews.  According to Capers Jones, inspections are highly effective in removing over 97% of requirements defects. Data that I have collected supports the view that inspections are the most effective means of early defect removal. The issue is that very few people do inspections for two basic reasons.  The first is that inspections are expensive (they require time and effort) and inspections are uncomfortable for those being reviewed. Inspections require specific set of roles and a specific process.

The roles:

Moderator ‚Äď The moderator leads the team through the process ensuring everyone participates and follows the rules.¬† The moderator will also ensure that metrics are collected and that the defects that are identified are correct and recorded.

Author ‚Äď The author is the person that created the deliverable being reviewed.¬† He or she will participate in the inspection, providing feedback and developing an understanding of the defects being identified.

Reviewers ‚Äď Reviewers read the deliverable and identify defects BEFORE the inspection meeting.¬† The pre-work is critical and needs to be turned into the scribe before the inspections meeting.

Scribe ‚Äď The scribe insures that all participants have provided their feedback before the inspection team meets.¬† The scribe also combines all of the feedback to ensure that only unique items are discussed in the inspection meeting.¬† During the inspection meeting, the scribe records feedback on the defects identified during the pre-work ¬†and records any new defects that are identified during the meeting. ¬†After the meeting they keep track of the defects to make sure they are tracked to completion. The data collected by the scribe feeds the measures and metrics.

The Process:

  1. Plan the inspection process:  The plan needs to ensure that the process is followed and that need lead times are built in.
  2. Kick off meeting: The moderator explains the goal and reviews the plan for the inspection. The moderator will also ensure that all reviewers are aware of any organizational standards that need to be applied during the inspection. I suggest that during the kickoff meeting that the reviewer lets the moderator know if they will have a problem meeting the due dates and if they feel they are unqualified to perform reviews.
  3. Distribute the deliverable that will be inspected. ¬†Note in today’s collaborative environments this may mean send a link to the¬†document that will be inspected.
  4. Individual preparation:  Each reviewer read the material being reviewed and record all defects identified using the format identified in the kick off meeting.  Also keep track and record the time you spend on the review.  Send the defects identified to the scribe before the inspection meeting.  For large deliverables the scribe may need up a week to consolidate all of the feedback.  Collaboration tools can save time and effort to consolidate the feedback.
  5. Inspection Meeting: The inspection meeting is the core event.  Generally each reviewer goes over the unique defects they identified. As a moderator use a round robin process with each reviewer walking the author through an item.  The author can ask questions or point out why something identified is not a defect, but under no circumstance can anything identified be debated.  Moderators need to ensure that the feedback stays technical and not personal. Being told you made a mistake is never fun.  Reviewers that did not complete the pre-work are not allowed to participate. Scribes make sure comments are recorded and all defects that are really defects are recorded for follow up.
  6. Rework and Follow Up:  After the inspection meeting the author needs to resolve the defects found in the inspection.  Some organizations have rules about which defects must be corrected and which can be deferred. Major problems may require a further inspection. The moderator will usually make this type of determination based on organizational standards and the level of criticality of the project. The time required for rework is useful data for process improvement and determining whether inspections are effective.
  7. Retrospective:  Always do a retrospective on the process to improve how you are doing inspections. The moderator should ensure that the retrospective occurs (it should be part of the plan).
  8. Process Improvement: The data collected during the review process can be used to improve the process in the IT department, to identify training needs and to decide what types of work should be inspected. The moderator or process improvement personnel will do the analysis needed for process improvement.

Inspections are very effective if the team doing the inspection understands the process and the deliverable being reviewed.  For example, if you are doing a code review on a program written in Ruby don’t gather a group of reviewers that have never coded in Ruby.  They are not qualified. Everyone involved in the process needs to trust each other. All reviews, in general, and inspections (because they very formal), in specific, can be very stressful for the author. The level of stress can cause authors to avoid inspections or short cut the process which means that defects will be found later in the development process or in production.  Inspections remove defects in code or any other deliverable before they get into production or before lots of time is spent on building something that will need to be changed before it goes into production.


Categories: Process Management

Software Development Linkopedia April 2014

From the Editor of Methods & Tools - Tue, 04/22/2014 - 15:58
Here is our monthly selection of interesting knowledge material on programming, software testing and project management.  This month you will find some interesting information and opinions about professional software testing, managing agile requirements with features or job stories instead of user stories, integrating quality assurance and Scrum, security architecture, load testing, database normalization and UX design. Blog: Heuristics for recognizing professional testers Blog: Feature Boards Blog: Testing at Airbnb Blog: Replacing The User Story With The Job Story Article: Four Tips for Integrating Quality Assurance with Scrum Article: Security Architecture Approaches Article: Preparing for Load Testing Best ...

How Chaos Theory will influence management and management styles in the future

Software Development Today - Vasco Duarte - Tue, 04/22/2014 - 15:18

Managers all over the world are faced with a critical challenge to their role. They ideas about management and their management style is being challenged. And this is even more important because many managers have reached a position of in their career where they thought they could "take it easy". Nothing could be further from the truth.

Today the role of managers in all industries is shifting. And in no industry more than the knowledge industry.

In this video I explore why this is happening and where we may be able to look for solutions. I also present a concrete set of consequences that will affect you as a manager from the trends we are witnessing in the knowledge industry.

Do you want to know more?

Sign-up here to read a white paper I wrote about the sources of disruption for managers and management in general. In it I explore where the key threats to the current management roles are coming from.

Ready to explore what you as a manager can learn from The Science of Chaos?You came to the right place! :) Mystes in Finland organizes a workshop about Chaos Science applied to the challenges of managing small and large knowledge work organizations. You can visit their site to know more about the workshop and to sign up. Places are limited. In that workshop I will touch on the following topics:
  • Current theoretical base for managing projects
  • What is wrong with managing software projects today and why?
  • What can we learn from Chaos Theory and how to apply it in real life projects?
  • A model for a successful project using what we have learned from Chaos Theory
Do you have specific questions that intrigue you? Send them to us and we promise to address them during the workshop!

Process Improvement In A Complex World

Herding Cats - Glen Alleman - Tue, 04/22/2014 - 15:05

Much of the discussion around making improvements in processes fails to address the governance aspects of a business or organization. Instead it focuses on the personal aspects. Agile development of a software team, without the corporate impacts. The desire to stop doing something without an actual replacement, under the guise of we're exploring. Our the mention of the term intent of the commander without understanding that filling out that intent requires complete capabilities to act in in the absence of direct supervision.

My project management maturity was changed forever at Rocky Flats, under the management of senior leaders with experience and skill formed in the US Navy. The book Making the Impossible Possible is the story of that project and the learnings that can be applied in any high risk, complex, high reward domain.

Making the impossible possible from Glen Alleman The term Intent of the Commander is actualized in the concept of the Plan of the Day. Here's an actual plan of the day for shipboard life. This notion of plan of the day was applied late in the Rocky Flats program. Before that  we had Plan of the Week and then Plan of the Month. The approach is very simple. What do we plan to get done at the end of this period (day, week, month? Write that down, establish some measures of performance and effectiveness for those ourcomes. Measure them, take corrective actions if they don't match the expectations. Repeat until done. Plan of the Day
Categories: Project Management

Be Here Now

Mike Cohn's Blog - Tue, 04/22/2014 - 15:00

The following was originally published in Mike Cohn's monthly newsletter. If you like what you're reading, sign up to have this content delivered to your inbox weeks before it's posted on the blog, here.

I'm a child of the '60s, but only in the literal sense. I was born in 1962, so while I was alive during much of the excitement of that decade, I spent much of the decade playing "cowboys and Indians" and other non-politically correct games of the era. But I grew up in Southern California, and the vibe of the '60s lasted well into the '70s there. Further, I had a fair number of friends who had older brothers, some of whom I met only occasionally, but who were very much part of the hippie counterculture.

I remember one of these brothers-of-a-friend quite clearly. When I was 10 years old, he showed me a book called Be Here Now. Even then, I wanted to be a writer and this book really struck me as I paged through it. First, the book was square--books weren't supposed to be square unless they were picture books for babies. This book was for adults. At least I thought so. But it wasn't typeset like a normal book--it looked more like a poison pen letter; you know, like a ransom note with the text cut from newspaper headlines to make new words. There were drawings, but not drawings relegated to nice little boxes on the page. The drawings and the text were jumbled together.

It wasn't until I was 18 though that I actually read the book. I found a copy at my college library and read it. The New York Times called the book a "counterculture bible." And it was as common in the 1970s to see copies of that book around as it is today for programmers to have the Gang of Four patterns book.

I can't say the book's contents had any influence on me. It's a guide to Hinduism for Westerners who wish to become yogis. Not my thing. But the title of that book has always resonated with me: Be Here Now.

I think the ability to be here now is something too many of us are losing. We can't just be in the moment and in the place. Everyone has to be constantly on their cell phones, or checking email or Facebook on their laptops while supposedly making progress on something else. (I will admit to having paused once while writing this to investigate the bonk of a new email arriving. But I've so far withheld the temptation to look a second time.)

I witness the inability to be here now while training or doing consulting. I remember a particular client a couple of years ago where I was teaching a Certified ScrumMaster class. The boss had warned me that people there were busy so they'd have their laptops with them if needed. I spent much of the first day unable to make eye contact with a single person in the room. Not one person was truly in that room.

I really worry about this. I have daughters who are 14 and 18, and I often think about the work world they'll be entering. My wife and I have tried to instill in them the hippie mindset to be here now. Will others in their future companies share that? What will the short attention spans we are cultivating do to innovation? To productivity? To collaboration?

In the true spirit of the '60s, I'm going to leave this philosophical rather than trying to identify three steps agile teams can do to overcome short attention spans. I want to be no more practical than to ask each of you to be here now a bit more often, a bit longer, and a bit more intensely each day.

Perils and Pitfalls of Conference Calls

Software Requirements Blog - Seilevel.com - Tue, 04/22/2014 - 12:32
One of the challenges of gathering requirements in a world of packed schedules and remote stakeholders is the ubiquitous conference call. What I find most challenging is the inability to read facial cues or body language. When discussing stakeholder needs over the phone, what they say may not be entirely what they mean. Stakeholders may […]

Perils and Pitfalls of Conference Calls is a post from: http://requirements.seilevel.com/blog

Categories: Requirements

The Wicked Problems of Government

Software Architecture Zen - Pete Cripp - Tue, 04/22/2014 - 08:07
The dichotomy of our age is surely that as our machines become more and more intelligent the problems that we need them to solve are becoming ever more difficult and intractable. They are indeed truly wicked problems, no more so than in our offices of power where the addition of political and social ‚Äėagendas‚Äô would seem to make some of the problems we face even more difficult to address.

Read more...
Categories: Architecture

Connecting the Dots Between Principles and Practices of Project Success

Herding Cats - Glen Alleman - Tue, 04/22/2014 - 00:57

When we hear about all the methods of managing projects, the PMI Body of Knowledge, PRINCE2, home grown and commercial  solutions - always look at them in the light of these 5 Immutable Principles and the 5 Practices then implement the principles.

Principles and Practices of Performance-Based Project Management¬ģ from Glen Alleman
Categories: Project Management

Reviews and Inspections: The Basics

 With Formality Come Rules

Reviews and Inspections: With Formality Come Rules

Reviews and inspections are an integral part of building most everything. You find reviews and inspections in manufacturing, in construction and even in publishing. Software development and maintenance is no different. Reviews and inspections can be powerful tools to remove defects before they can impact production and to share knowledge with the team and stakeholders. They are part of a class of verification and validation techniques called static techniques. These techniques are considered static because the system or application being built is not executed. Instead of executing the code, the code or other written deliverables are examined either by people (generally called reviews and inspections) or mechanically by a tool (known as static analysis).  Reviews and inspections can be applied to any product generated as part of the development process, while static analysis can only be applied to code-based products.

Reviews and inspections come in various levels of formality to meet different situations and needs. Informal reviews typically do not follow a detailed written process and results are generally not documented for later review and analysis. They are often used to ensure knowledge sharing and training at a one-on-one level. One classic method used for informal reviews is called the desk check.  In a desk check, a team member emails a deliverable or code to another team member who reviews it and gives them feedback. Another form of informal review is pair programing.

Walkthroughs are a step up the formality ladder.  Walkthroughs are group sessions in which the author takes the group he or she is presenting to through the deliverable.  The attendees of walkthroughs generally include  team members and technical specialists. Walkthroughs can be very informal (an impromptu gathering) or the degree of formality can be increased by requiring meeting preparation and collection of issues and defects. Walkthroughs are used to discover defects, make decisions and to distribute information.

Technical reviews leverage a defined process for defect detection, and include participation by peers, technical experts and often management personnel. They are more formal than the typical walkthrough and are much more formal than desk checks. A trained moderator, who is not the author, generally leads a technical review (to enforce independence) comparing the deliverable to organizational standards. In addition to defect discovery, decision making and information distribution, technical reviews are often used as a formal approval mechanism. For example, I recently observed an organization where all projects go through an architectural review. Technical reviews are a type of technical review usually based on defined organizational standards. The architecture review in the example was based on the organization’s published standard architecture.

Inspections are the most formal of the review and inspection techniques. The most well-known inspection technique is based on the process defined by Michael Fagan of Fagan Reviews.  The inspection process includes highly defined roles such as moderator, author, scribe and reviewer. All inspection processes typically include required pre-work, logging of defects, collection and publication of metrics, formal follow-up procedures and, in many cases, the use of statistical process control techniques. The goal of inspections is to find and remove defects.

Reviews and inspections are highly effective and powerful tools for finding and removing defects from software and other deliverables. Review and inspections are used in all software development and maintenance methods. The type of review and degree of formality is usually a function of the type of project. For example, inspections are almost always used on mission critical applications, such as medical devices and weapons systems, regardless of whether they are using Agile or plan-based techniques. Reviews and inspections remove defects and share knowledge so teams can maximize the value they deliver.


Categories: Process Management