Software development requires face-to-face conversations among team members, including programmers, analysts, customers, testers, and document writers. Developing software without face-to-face conversations has a negative effect on the quality of the product and the productivity of the team. Offshore development provides some cost advantages to an organization. Too often, the cost of quality and productivity are not included in analysis of the option to use offshore resources in the development process. Those resources are treated as if they are interchangeable with local resources.
Popular posts from this blog
Defects and Risks are often dealt with in a subjective, emotional way. That's unfortunate, because among all the things a software development team deals with, those are two that can be handled in a more constructive and empirical way. First, a couple definitions. Defect Severity: the degree of impact a defect has on system operation. A defect is something observed, so impact can be empirically quantified. Risk Severity: the degree to which a hypothetical event, should it occur, would impact system operation. A risk event is something that has not occurred, so impact must be estimated or extrapolated. The common element in both Risk Severity Assessment and Defect Severity is Impact on Revenue. The FMEA framework that AKF recommends uses 1 = Low, 3 = Med, and 9 = High, to represent the exponential effect of a high impact risk or defect Impact on Revenue No payments being collected and/or payment data security compromised (Critical) Payment collection being de
Brian Rabon introduced me to the Entrepreneurial Operating System (EOS) as the framework he uses to manage his company, The Braintrust Consulting Group (TBCG). EOS is the missing element in organizations that are having some success with Agile at the team level, but not succeeding with change at higher levels or outside software development. As Charlie Rudd points out in his post The Third Wave of Agile , there is broad consensus on the value of Agile practices at the team level, but all types and sizes of businesses are struggling to scale Agile and to increase agility across their organization. I think EOS addresses those challenges. EOS is comprised of the EOS Model : Having a model like this in place allows teams to function optimally as self-organized units that share the vision and goals of the organization. Teams are able to align themselves with the organization's objectives, and can see how their outcomes affect the organization's performance. The EO
The problem of demand for IT services and project resources exceeding available supply is something every organization faces. I was asked again recently about how Agile helps with demand management. Agile addresses the problem in several ways. First, an Agile team's highest priority is to satisfy the customer through early and continuous delivery of valuable software. Unbridled demand almost always will exceed resource capacity, but increasing flow of finished work from the development organization definitely results in higher levels of satisfaction from those who produce the demand. Further, delivering working software frequently, from a couple weeks to a couple months, with a preference to the shorter timescale, means a team satisfies demand on a more regular basis and on a timeframe that corresponds to the customer's ability to absorb and implement new features and enhancements. Finally, Agile processes promote sustainable development. Sponsors, developers, and us