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Posts Tagged ‘project management’

The Only Approval That Matters

August 25, 2014 Leave a comment

At its core, process agility is all about continuous learning, fast feedback loops, and fluid changeability. Unlike pre-agile methods (and even some currently purported agile methods), which assume that people are forward-marching automatons who “better not make mistakes” and must defend the fort against all external forces of change, process agility accommodates the mental limitations and fallibility of REAL human beings.

Having said that, how agile do you think a process which includes a sign-off list like this is:

Blank Approval

Imagine that whatever has been “approved” by a ceremonial sheet like this is post-facto found to be laced with errors, inconsistencies, and ambiguities due to natural human fallibility. How likely do you think that finders-of-mistakes will publicly point them out, demand a production line stoppage to fix the turds, and suggest that the director-manager-lead approval gauntlet be traversed again? Conversely, how likely do you think that finders-of-mistakes will say “f*ck-it!“, keep their mouths shut, and keep goose-stepping forward with the herd.

fckit

Fear not, dear reader. BD00 has a simple and clean solution to the director-manager-lead approval gauntlet problem. Collapse the list of approvers down to one – the only one that matters:

BD00 Approval

Please submit your plans for BD00 approval in the comments section. As his executive assistant, I can assure you that his stamp/no-stamp decision will be made pronto. However, don’t call us. We’ll call you.

A Software-Defined World?

August 17, 2014 Leave a comment

When all is said and done, more is said then done. – Unknown

Savvy politicians and bureaucrats seem to always say the right thing, but they rarely back up their proclamations with effective action. In “Military’s focus on big systems is now killing us”, DARPA Director Arati Prabhaker states the patently obvious:

The Pentagon must break this monolithic, high-cost, slow-moving, inflexible approach that we have.

Well, duh! I’ve been hearing this rally cry from incoming and outgoing appointees for decades.

Yet another insightful DARPA director states:

 The services have largely failed to take advantage of an emerging “software-defined world.” The result has been skyrocketing weapons costs.

Say what? “Sofware-Defined World“? I must have missed the debut of this newly minted jargon. The “Internet Of Things” and its pithy acronym, IoT, must be so yesterday. The “Software-Defined World“, SDW, must be so today. W00t!!

If you read the article carefully, you’ll see that the interviewees have no clue on how to solve the grandiose cost/schedule/quality problems posed by the currently entrenched, docu-centric, waterfall (SRR, PDR, CDR, Fab, Test, Deploy) acquisition process and, especially, the hordes of civil servants whose livelihoods depend on the acquisition system remaining “as is“. But BD00 does know how to solve it: Certified Scrum Master and Certified Product Owner training for all!

ScrumCerts

A Skeptical “No”

May 5, 2014 7 comments

Just about every agile video, book, and article I’ve ever consumed assumes some variant of the underlying team model shown below. The product these types of teams build is comprised of custom software running on off-the-shelf server hardware. Even though it’s not shown, they also assume a client-server structure, request-response protocol, database-centric system.

SW only

The team model for the types of systems I work on is given below. They are distributed real-time event systems comprised of embedded, heterogeneous, peer processors glued together via a pub-sub protocol. By necessity, specialized, multi-disciplinary teams are required to develop this category of systems. Also, by necessity, the content of the sprint backlog is more complex and intricately subtler than the typical agile IT product backlog of “features” and “user stories“.

SW and HW

When I watch/read/listen to smug agile process experts and coaches expound the virtues of their favorite methodology using narrow, anecdotal, personal stories from the database-centric IT world, I continuously ask myself “can this apply to the type of products I help build?“. Often, the answer is a skeptical “no“. Not always, but often.

Thanks, But No Thanks

April 25, 2014 4 comments

When it comes down to it, the primary function of management is to allocate finite org resources to efforts that will subsequently increase revenues and/or decrease costs. By resources, I mean people and money (for salaries, materials, tools, training, etc) and time.

Resource Allocation2

Since projects vary wildly in complexity/importance/size, required skill-sets, and they (should) have end points, correctly allocating resources to, and amongst, projects is a huge challenge. Both over and under allocation of resources can threaten the financial viability of the org and, thus, everyone within it. Under-allocation can lead to a stagnant product/service portfolio and over-allocation can lead to an expensive product/service portfolio. Note that either under or over allocation can produce individual project failures.

UnderCorrectOver

To correctly allocate resources to projects, especially the “human resources“,  some things must be semi-known about them. Besides desired outcomes and required execution skills, project parameters like size and/or complexity should be estimated to some level of granularity. That’s why, for the most part, I think the #noestimates and #noprojects people are full of bullocks. Like agile coaches, they mean well and their Utopian ideas sound enticing. Thanks, but no thanks.

noestimatesnoprojects

 

Result-Focused, Or State-Focused?

April 23, 2014 Leave a comment

As I continue to explore/evaluate the relevance of the SEMAT Kernel to the future of software engineering, I’m finding that I’m liking it less and less. (For a quick introduction to the SEMAT Kernel, please go read this post, “Revolution, Or Malarkey?“, and then return back here if you’re still interested in what BD00 has to say.)

One of the principal creators of the SEMAT movement, Ivar Jacobson, subjectively asserts that:

“…using the SEMAT kernel to drive team behavior makes the team result focused instead of document driven or activity centric.” – Ivar Jacobson

Using the patented BD00 method of distorted analysis, let’s explore this bold proclamation further.

In the current definition of the SEMAT kernel, each of the seven top-level alphas in the SEMAT Kernel has a state whose value at any given moment is determined by the sub-states of a set of criteria items in a checklist. In addition, each sub-alpha itself has a checklist-determined state.

“Each state has a checklist that specifies the criteria needed to reach the state. It is these states that make the kernel actionable and enable it to guide the behavior of software development teams.” –  “The Essence Of Software Engineering

SEMAT Checklists

So, let’s look at some numbers for a small, hypothetical, SEMAT-based project. Assume the following definition of our project:

  • 7 Alphas
  • Each alpha has 3 Sub-Alphas
  • Each checklist has 5 Items

With these metrics characterizing our project, we need to continuously track/update:

  • 7 alpha states
  • 7 * 3 = 21 Sub-alpha states
  • 7 * 3 * 5 = 105 checklist item states

Man, that’s a lotto states for our relatively small, 21 sub-alpha project, no? It seems like the SEMAT team could be spending a lot of time in a state of confusion updating the checklist document(s) that dynamically track the state values. Thus,

“…using the SEMAT kernel to drive team behavior makes the team state focused instead of result focused.” – BD00

Unless result == state, Ivar may be mistaken.

The Last Retrospective

April 20, 2014 Leave a comment

In an ongoing agile endeavor, the practice for eliciting and applying freshly learned knowledge going forward is the periodic “retrospective” (aka periodic post-mortem to the “traditional” old fogeys). Theoretically, retrospectives are temporary way points where individuals: stop, step back, cerebrally inspect what they’ve accomplished and how they’ve accomplished it, share their learning experiences, suggest new process/product improvements, and evaluate previously implemented improvements.

As the figure below depicts, the fraction of newly acquired knowledge applied going forward is a function of group culture. In macho, command and control hierarchies like culture B, the application of lessons learned is suppressed relative to more flexible cultures like A due to the hierarchical importance of opinions.

Gained Vs Applied

Regardless of culture type, during schedule-challenged projects with a fixed, do-or-don’t-get-paid deadline (yes, those projects do indeed still exist), this may happen:

Last Retrospective

When the elites upstairs magically determine that a panic point has appeared (sometimes seemingly out of nowhere): retrospectives get jettisoned, the daily standup morphs into the daily inquisition, corner-cutting “practices” become best practices, and the application of newly acquired knowledge stops cold. Humans being humans, learning still naturally occurs and new knowledge is accrued. However, it is not likely the type of knowledge that will help on future projects.

Don’t Be Fooled

April 11, 2014 2 comments

Check out the hypothetical agile burndown and EVM (Earned Value Management) charts below. Like in the “real” world, the example project (or sprint, if you prefer) ended up being underestimated. The shortfall is indicated by the dotted line on the right.

uninverted

When we literally flip the agile burndown chart in the vertical dimension, we get this:

inverted

The moral of the story is: “Don’t be fooled by the agilista herd; an agile burndown chart is nothing but an inverted version of the despised EVM chart.

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