Posts Tagged ‘product development’

Front And Back

In response to my previous post, Glen Alleman pointed out that for large system development projects, the technical plan must be preceded by a higher level, coarser, activity. Glen is right.

Senior analysts and architects don’t just sit down and start designing the technical plan from scratch. They work with experienced, knowledgeable customers to develop, define, and document the capabilities that the system must satisfy in order to solve their problem. Thus, I’ve augmented my diagram to show this important activity:


We’re not done yet. There is still (at least) one more front end activity missing from the diagram: the problem definition phase:


So, what precedes the problem definition phase? The pain of problem discovery….


The Agile community does a great job of defining how the back end should be managed for cost-effective product development, but IMO they are mostly silent on the much-more-important, fuzzy, front end.

Is There REALLY Such A Thing?

Design, And THEN Development

February 15, 2016 Leave a comment

First, we have product design:


Second, we have product development:


At scale, it’s consciously planned design first, and development second: design driven development. It’s not the other way around, development driven design.

The process must match the product, not the other way around. Given a defined process, whether it’s agile-derived or “traditional“, attempting to jam fit a product development effort into a “fits all” process is a recipe for failure. Err, maybe not?

Flat, Independent, Hierarchical, Inter-Dependent

August 17, 2015 Leave a comment

Flat And Independent

Assume that company ABC develops products for customers in domain XYZ as follows:


To remove the “development process” variable from further consideration in this post (because, thanks to consultants, it seems like everybody and their brother thinks process (traditional, Scrum, XP, LeSS, SAFE, Lean, etc.) is the maker or breaker of success), assume that all the teams use the same development process.

As the figure implies, each product is tailor-made for each customer. Since there are no inter-team dependencies and there is no hierarchy in the organizational structure, each team is an island unto itself and fully responsible for its own success or failure.

The tradeoff for this team independence is that the cost of development for company ABC may be higher than alternative strategies due to the duplication of work inherent in this Flat And Independent (FAIN) approach. For example, the above figure shows that components A and B are developed from scratch 3 times and component 2 is developed twice. What a waste of resources, no? However, assuming that components A and B only need to be developed once and reused across the board requires that component A is identical for all customers and component C is identical for customers 2 and 3. However, even though the products are targeted for the same domain this may not be true. The amount of overlapping functionality for a given component is dependent on the amount of overlap between the customer requirements applicable to that component:


If there is zero requirements overlap, or the amount of overlap is so small that it’s too expensive to gauge, then financing three separate component development efforts is more economically viable and schedule-friendly than trying to ferret out all overlaps and embracing the alternative, Hierarchical And Inter-Dependent (HAID) strategy…..

Hierarchical And Inter-Dependent

Now, assume that company DEF also develops products for customers in domain XYZ, but the org employs the HAID strategy as follows:


In this specific instantiation of the HAID (aka product line) approach:

  • Core asset component B is developed once and reused three times
  • Core asset components A and C are developed once and reused twice

Beside the obvious downside of core asset components D, E, and F being developed but not reused at all (violating YAGNI in this specific case when it actually applies), there is a less obvious but insidious inefficiency in the two layer hierarchical structure: the product teams are dependent on, and thus, at the mercy of the core assets team. The cost and schedule inefficiencies introduced by this hierarchical dependency can make the HAID approach less economically viable than the traditional, seemingly wasteful, FAIN approach. But wait! It’s worse than that. If you’ve been immersed in the HAID way of life for too long, like a fish in water that has no concept of what the hell water is, you may not even know that you’d be better off if you initially chose, or currently revert to, the FAIN strategy.


Inappropriate application of, or poor execution of, the HAID approach to product development reminds me of the classic framework dilemma in software development. You know the feeling. It’s when you break out into a cold sweat after you choose a development framework (or development process!) and you suddenly realize that you’ve handcuffed yourself into submission after it’s too late to reverse the decision. D’oh!

I guess the moral of this story is nothing new: “just because you changed strategies to become more effective doesn’t make it so.” Well, maybe there is no moral, but I had to end this post some-freakin’-how.

Both Inane And Insane

April 7, 2015 6 comments

Let’s start this post off by setting some context. What I’m about to spout concerns the development of large, complex, software systems – not mobile apps or personal web sites. So, let’s rock!

The UML class diagram below depicts a taxonomy of methods for representing and communicating system requirements.

Reqs Taxonomy

On the left side of the diagram, we have the traditional methods: expressing requirements as system capabilities/functions/”shalls”. On the right side of the diagram, we have the relatively newer artifacts: use cases and user stories.

When recording requirements for a system you’re going to attempt to build, you can choose a combination of methods as you (or your process police) see fit. In the agile world, the preferred method (as evidenced by 100% of the literature) is to exclusively employ fine-grained user stories – classifying all the other, more abstract, overarching, methods as YAGNI or BRUF.

As the following enhanced diagram shows, whichever method you choose to predominantly start recording and communicating requirements to yourself and others, at least some of the artifacts will be inter-coupled. For example, if you choose to start specifying your system as a set of logically cohesive capabilities, then those capabilities will be coupled to some extent – regardless of whether you consciously try to discover and expose those dependencies or not. After all, an operational system is a collection of interacting parts – not a bag of independent parts.

Reqs Associations

Let’s further enhance our class diagram to progressively connect the levels of granularity as follows:

Reqs Granularity

If you start specifying your system as a set of coarse-grained, interacting capabilities, it may be difficult to translate those capabilities directly into code components, packages, and/or classes. Thus, you may want to close the requirements-to-code intellectual gap by thoughtfully decomposing each capability into a set of logically cohesive, but loosely coupled, functions. If that doesn’t bridge the gap to your liking, then you may choose to decompose each function further into a finer set of logically cohesive, but loosely coupled, “shall” statements. The tradeoff is time upfront for time out back:

  • Capabilities -> Source Code
  • Use Cases – > Source Code
  • Capabilities -> Functions -> Source Code
  • Use Case -> User Story -> Source Code
  • Capabilities -> Functions -> “Shalls” -> Source Code

Note that, taken literally, the last bullet implies that you don’t start writing ANY code until you’ve completed the full, two step, capabilities-to-“shalls” decomposition. Well, that’s a croc o’ crap. You can, and should, start writing code as soon as you understand a capability and/or function well enough so that you can confidently cut at least some skeletal code. Any process that prohibits writing a single line of code until all the i’s are dotted and all the t’s are crossed and five “approval” signatures are secured is, as everyone (not just the agile community) knows, both inane and insane.

No Source Code

Of course, simple projects don’t need no stinkin’ multi-step progression toward source code. They can bypass the Capability, Function, and Use Case levels of abstraction entirely and employ only fine grained “shalls” or User Stories as the method of specification.

One Step To Source Code

On the simplest of projects, you can even go directly from thoughts in your head to code:

Thoughts To Source Code

The purpose of this post is to assert that there is no one and only “right” path in moving from requirements to code. The “heaviness” of the path you decide to take should match the size, criticality, and complexity of the system you’ll be building. The more the mismatch, the more the waste of time and effort.

A Blast From The Past

February 14, 2015 Leave a comment

One of the first from-scratch products I ever worked on was named “BEXR” (Beacon Extractor & Recorder, pronounced “Beck’s-uhr“). I proposed the name BEVR (Beacon Evaluation & Video Recorder, pronounced “beaver“), but it was shot down by the marketing department immediately for who knows why 🙂

BEXR was a custom hardware and software combo that connected to the raw, low-level, return signals received by FAA secondary surveillance radars from aircraft-based transponders. The product allowed FAA maintenance personnel to observe and evaluate the quality of radar and transponder signals in real-time – much like a specialized oscilloscope. In addition, it supported recording and playback capabilities for off-site analysis.

Despite it’s utility to the FAA, BEXR was politically controversial. Since non-conforming aircraft transponders were relatively expensive to fix and reinstall, owners of small aircraft did not like being “spied upon“. They did not want to know if their equipment was out-of-spec. Thus, BEXR’s mission was limited to troubleshooting only radar issues.

BEXR was comprised of two, custom-designed, 16 bit, PC-AT bus cards. They were packaged in a portable PC that was carted to/from the radar site under investigation. I was the BEXR product manager and the GUI developer. I wrote the GUI Operator Control Software (OCS) in C using Microsoft’s Quick C IDE. The software directly used the Windows 3.1 C APIs to display application-specific windows, dialog boxes, target positions, and control buttons/lists. Compared to today’s GUI tools/API’s, it was the equivalent of writing assembler code for GUIs, but I had a lot of fun writing it. 🙂

The reason I decided to write this post is because I recently ran across a pack of sticky cards that we used to market the product and hand out at trade shows. It was a blast from the past….


Categories: technical Tags: , ,


January 14, 2015 Leave a comment

Even though hard-core agilistas (since every cause requires an evil enemy) present it as thus:

agile fight

For large, complex, multi-disciplined, product developments, it should be as thus:

agile plus traditional

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