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Neil McBride
Agenda
Schedules slip,
Projects are cancelled,
Business needs never met,
Changes made faster than system can be developed,
Testing is inadequate,
Quality not managed,
Staff turnover,
Systems become too large to manage.
Difficult to change,
Cannot adapt to organisational change,
Require certainty.
Structure
IS stable artifacts? Requirements ‘fixed in concrete’ IS as social
artifacts
Process
Linear? Formal join points? SSADM-like?
Roles
Cultural ghettos, divergent, conflict and formalisation. Blinkered view.
Neil McBride Centre for IT Servic
e Management Research
Film Production
Process
Dynamic development
Greater scene of teamwork, changing roles, continuous involvement of
many creative staff.
Roles
Variety of roles.
Wide-skill set.
Some role changing.
Neil McBride Centre for IT Servic
e Management Research
Jazz Improvisation
Minimalist Structures
Constrain the turbulence of the jazz process by specifying particular ways of
inventing and co-ordinating musical ideas’
Process
Variation with socially determined process structured
Iterative development and continuous delivery
Theme development
Role
Role rotation.
Importance of mentors
Continuous communication and listening.
Neil McBride Centre for IT Servic
e Management Research
Construction Analogy Film Production/ Jazz
Improvisation Analogy
Sequential progression Iterative dynamic progression
Product structure defined and Product structure evolves in
fixed at start response to new ideas and
environmental change
Roles fixed in skill base and Roles rotate and project
temporal involvement with involvement is continuous
project throughout the project's lifetime
Changes difficult to achieve. Changing structure and new
structure is the norm
User input limited temporally User input critical throughout
and functionally project.
Technology fixed at start of Technology adaptation occurs
project as new tools and methods are
explored.
Focus on technology and Focus on creativity and
rigorous adherence to pre- development of new ideas
defined design. within a minimal design
framework
Purpose to get all the leaders of lightweight methods into one room
Rapid feedback.
Daily build
Requirements can be tested and altered quickly.
Key importance of iterative and incremental development
From fixed pricing to adaptive pricing?
Defining releases to match business deadlines and user ability to
absorb changes.
Stand-up meetings.
Informal communication
Tacit knowledge transfer
Role of written communication.
Problem of unrecognised shortfalls of tacit knowledge
Early delivery
Measurement. .. Not lines of code
Measurements of what? Functions? Passed tests?
Workaholism.
Ineffectiveness of work-all-hours mentality.
Creativity needs recreation
Sustained overtime is a bad sign
Self-governing teams
Emergent behaviour
The ‘jelled’ team
Four values.
Twelve practices.
Cost
Time
Quality
Scope
Coding!
Testing
Listening
Designing.
The Planning Game - Developers and customers scope and plan using
story cards
Small releases - Release as small as sensibly possible.
Metaphor – Identify overarching metaphor e.g. contracts and contract
management, tracking robot.
Simple design Design as simple as possible at any given moment. Only
leave whatever is really needed. Eliminate complexity
Testing – Write the test first. These must run flawlessly for development to
continue.
Refactoring – restructuring system without changing its behaviour.
Pair Programming – All production code is written with two programmers at
one machine.
Estimate time for each story. Break down stories if necessarily. Clarify with
customer.
Sort stories and decide what’s in the first iteration. Sort on value and risk.
Get something, probably with many small classes, up and running as fast
as possible. ‘Go like the clappers’
Minimalist design.
Neil McBride Centre for IT Servic
e Management Research
Critique