software solutions / project leadership / agile coaching and training

A lesson in LINQ deferred execution

Posted on March 28, 2015

I learned something interesting about LINQ today, and I’m surprised that it took me this long to run into this.

Do you think this test would pass?

public class Account
{
    public int AccountId { get; set; }
    public string Status { get; set; }
}

[TestClass]
public class Test
{
    [TestMethod]
    public void Deferred_execution_test()
    {
        var accountIds = new[] {1, 2, 3};
        IEnumerable list = accountIds.Select(accountId => new Account {AccountId = accountId});
        
        foreach (var account in list)
            account.Status = "Active";

        foreach (var account in list)
            Assert.IsTrue(account.Status == "Active");
    }
}

It actually fails.

I'm sure when you've been debugging code you've at some point seem something like this:

The key is the "Expanding the Results View will enumerate the IEnumerable". This means that it hasn't yet executed the code in the Select() clause. So every time you access the IEnumerable<T>, it's going to execute the Select() statement, which means that it will new up new Account objects every time.

This test will pass:

public class Account
{
    public int AccountId { get; set; }
    public string Status { get; set; }
}

[TestClass]
public class Test
{
    [TestMethod]
    public void Deferred_execution_test()
    {
        var accountIds = new[] {1, 2, 3};
        IEnumerable list = accountIds.Select(accountId => new Account {AccountId = accountId}).ToList();
        
        foreach (var account in list)
            account.Status = "Active";

        foreach (var account in list)
            Assert.IsTrue(account.Status == "Active");
    }
}

All I did was add .ToList() to the end of the statement after the Select(). This executes the Select() statements and stores and actual List<T> in the "list" variable instead of a WhereSelectArrayIterator (which has deferred execution).

Just something to keep in mind if you're using Select() to new up some objects.





Iteration Management – Post #10 – Metrics

Posted on March 25, 2015

This post is a part of a series of posts about iteration management. If you want to start from the beginning, go here.

In a previous post, I talked about data analysis and how you can use data to help you plan and estimate better. Now let’s talk about what specific things we can track and what we should do with it.

Types of metrics

I have to separate metrics into two categories – metrics that stay within the team and metrics that I share with others. The tricky thing about data is that data has no value on its own, the value is in the interpretation of the data. When I share data and metrics with people outside the team, I want to make sure that either I’m presenting the interpretation of the data or I’m presenting the data in a way that others will be able to interpret it correctly.

I can’t emphasize this enough. The worst thing that can happen is that you present raw data and people interpret it the wrong way. Also, if you present data without interpretation, people on your team will think about how others will interpret the data and change their behavior so that things will be interpreted in a way that makes them look good.

Interpretation, not just data

Management likes metrics. They realize that we can learn a lot from data and that it can give them an idea of how a project is going. They might not say it, but what they really want isn’t the data, it’s the interpretation (based on the data) that has real value for them.

A great example of this is burndown charts. Here’s a burndown chart from a project I was on:

You can take two very different interpretations from this burndown:
1) The project is ahead of schedule and everything is OK
2) The project is at risk because we aren’t that far ahead of schedule and things have been going surprisingly smooth, and as soon as we run into any hiccups, we might not be done in time

The problem is that I presented data without interpretation and allowed it be interpreted by management. I find that managers can tend to be overly optimistic with their interpretation of data (especially when it comes to timelines). But there are things that I knew about the project that either weren’t reflected on the burndown or weren’t very clear:

  • We were only about 20 hours ahead of schedule, which for this 2 person team equated to about 2 days.
  • The timeline on this project was somewhat optimistic, with the assumption that we would try to control scope increases as much as possible, but on past projects we had run into unavoidable scope increases. This project hadn’t had any of those hiccups yet, but the fact that that hadn’t happened was unexpected.

As you can guess, management went with interpretation #1, while I felt the truth was interpretation #2. The problem was that I didn’t understand how they would interpret the data and I didn’t present it correctly.

How would I do this differently? Well, I’ll get more into burndowns in a later post. But I would include my interpretation along with the burndown, even if it’s something as simple as a red/yellow/green indicator to let them know how I feel about the project, risks/problems we might be having, or even just a conversation about how I feel about things.

Internal metrics

Internal metrics are things that I’m going to track to help me estimate and plan for future iterations, but I’m not necessarily going to publish this information for anyone to see (or maybe I just share it with the team, but not outside the team).

As far as internal metrics, what kind of stuff do I track? Well, it depends on the team and the situation, but here are some things:

  • Estimates vs. actuals at the feature level (you can do this whether you estimate in hours or story points)
  • Points/hours planned for vs. points/hours completed in an iteration
  • Points/hours completed in an iteration (velocity)
  • How long it takes for a work item to get from the time the business tells us to work on it to the time that it’s ready to go to production (cycle time – I say “ready to go to production” because sometimes you have the work completed, but you don’t send it to production immediately for various reasons)
  • Work that comes into the iteration after the iteration starts
  • How much work gets pushed out of the iteration
  • Number of hours worked over 40 hours per week
  • Percentage of time spent on analysis, development, testing, and everything else
  • User happiness (this one obviously going to be backed up with data necessarily, but if the users aren’t happy, I don’t know that we’re succeeding)

You can collect all of this data, but the value is in how you interpret it, of course!

Velocity

A popular metric is velocity, but I’ve found that in order to be able to infer anything from the velocity data, I need to collect the data over a long period of time where almost everything in the work environment is consistent. That means that the team members don’t change, people don’t take long vacations, the team is doing similar kinds of work over that time period, and any number of things that are often very difficult to control (not to mention that the team might try to game the system to make the velocity numbers look good). Also, I don’t care about velocity as much as I care about capacity, or how much work we can get done in an iteration.

I’ve started taking a different approach to calculating capacity. Instead of using velocity (which in my opinion isn’t statistically significant enough), I like to take a gut feel estimate of how much I think the team can get done (which can somewhat be based on velocity data). I will also make estimates for other metrics that are easier to calculate, and then when I see that those metrics are off, I will adjust the velocity estimate accordingly.

For example, all of these metrics are easy to calculate and affect velocity and capacity:

  • Estimates vs. actuals at the feature level (you can do this whether you estimate in hours or story points)
  • Work that comes into the iteration after the iteration starts (excluding even swaps of one feature for another) – for example, this could be bugs, production support, etc.
  • Percentage of time spent on analysis, development, testing, and everything else
  • Points/hours planned for vs. points/hours completed in an iteration
  • Planned vacations, holidays, or other unusual events

If I see that my estimates for these data points are off, then I can adjust them accordingly and also adjust my capacity estimates up or down. Over time, my capacity estimates should get better and better as I learn more, and I’m basing the number off of data points that are easy to collect and aren’t affected by so many variables. So in a way, I’m calculating the velocity of the team by backing into it.

Again, I’ve categorized velocity as an internal metric. Velocity is too raw of a data point to share with management in my opinion, because then you open yourself up to them wondering why one iteration had lower velocity than another and that sort of thing. I’d rather share my capacity numbers (which are interpreted from data by me) with management so that we can plan for the iteration and future iterations. My interpreted capacity estimate is going to be more accurate, and by doing this I have much more control over the message that I’m sending to management about the project.

External metrics

I really don’t have anything to list here, because it all depends on what your management wants to see. The key is to ask them to give you the questions they want answered, and then you come up with a way to answer those questions. That might be in the form of a chart, bullet points with red/yellow/green categorization, a conversation, or whatever makes them feel comfortable. Either way, I want to find a way that will help them easily and accurately see the state of the project.

You have to very careful in what you publicize. Many people (and I’ve done this in the past) will post velocity charts on the wall for everyone to see. Some people might say that this could motivate the team to try and get things done faster. In my opinion, all this is going to do is distract the team from the goal of delivering quality, working software. Now they might try to game the system to produce more velocity, maybe at the expense of writing tests, having design discussions with the team, working with the users to get it right, etc. I would much rather motivate people by showing them how the project they’re working on is going to have a huge impact for the business or the user base. When someone comes to me and paints that picture, man, I want to get the project done tomorrow because I see the impact that it’s going to have.

Bad metrics

There are certain metrics that I try to avoid, and this includes anything that could potentially influence anyone on the team to change their goals away from what they should be. For example, avoid any metrics that measure and compare individual team members. I don’t even want people to know that I’m collecting this information, because they will assume that anything that you are collecting might be getting shared with management or people outside the team. I know that some developers on the team are faster than others, and if these people report to you, then you might want to compare their performance with others. But you have to be very careful about it. The worst thing you can have happen is that team members stop trying to help other people on the team and only focus on getting their work done. This does not create a healthy work environment at all.

Implied metrics

Just because you don’t post a chart with numbers doesn’t mean that something that you’re doing can’t be interpreted as implied metrics. I’ve seen this happen with agile card walls. For example:

  • Does your card wall make it easy to compare developers’ productivity levels?
  • Does your card wall incentivize developers just getting a ticket to QA vs. getting a ticket developed and tested?

Agile card walls offer up lots of raw data that can be interpreted. This is a really good thing and it’s the reason that we use them. But you have to careful about how people might interpret would they say. There’s nothing wrong with using some sort of method to show who is working on what, but everything that you interpret from what you see on the board should be about how the team is doing, not how individuals are doing. If the board incentivizes people to work as a team, then they’re more likely to do that. But if it incentivizes people to work for themselves, then that’s what they’ll do.

Metrics are tricky!

Collecting metrics is a difficult task, and often you have to walk the line between providing helpful, meaningful interpretations of data and giving people another way to get the wrong impression about the situation. This takes a lot of intuition and understanding of how the people around you think, work, and interpret situations. But if you can collect good metrics, they will start you down the path to predictable delivery.





Iteration Management – Post #9 – Personal iteration planning

Posted on March 20, 2015

This post is a part of a series of posts about iteration management. If you want to start from the beginning, go here.

Let’s take a break from our team-based planning talk about talk about you. Good planning starts with you and your ability to accurately track and plan for how you spend your own time. This will in turn help the team plan because you’re able to give the team a better idea of what you’ll be able to accomplish.

Track everything you do

Let’s be honest — tracking time isn’t really that much fun. We’ll do almost any menial task before we enter our time in a time tracking tool. Let’s put aside all of the accounting benefits of tracking your time (which is real money). Your success will be affected by how well you track how you spend your time.

I started tracking my time because I was doing consulting and I wanted to be ready in case someone came to me and questioned how I was spending my time. Then I started to see that I had a lot of meaningful data that I could use for my own benefit. I was able to look back and see how much time I spent on each project, on each work item, and how much time I spent doing development vs. analysis vs. testing vs. production support vs. project management vs. everything else.

You can track this information however you want, but I prefer Excel because I can set it up however I want and it’s easy to view, filter and aggregate past data.

time
(click for a larger, more readable image)

This is really valuable data. If someone comes up to you and asks you how much work you’ll be able to get done next iteration, you’ll want to know how much time you typically can spend doing various activities. Often times they don’t ask you, but there’s an assumption of how much time people spend working on tickets. But if they’re assuming that you can spend 80% working on tickets but you actually only spend 70%, that’s 8 hours over 2 weeks that they think you have that you actually don’t have. Not only that, if you can back up your number with actual data, that’s a lot harder to argue with.

Invisible time

If you’re not tracking your time, you might have a lot of what I call “invisible time”. Invisible time is time that you spend doing something, but you aren’t tracking it and you don’t know where the time went. This is dangerous because you can actually end up having a lot of invisible time.

We all have random things to do that come up and keep us from working on our tasks that we have to do. This could be answering emails, hallway conversations, researching production support issues, or whatever else that might come up. Usually there aren’t tickets for these sort of things. I’m not saying that these activities are bad, but I want to know about them so that I can see if it’s getting out of hand.

I’m reasonable about this — I don’t write down that I spent 5 minutes answering an email — but if I spend 30 minutes or more doing something, I’m going to record that. I might even create a work item for it if that makes sense, because now other people will know that I did it and how much time I spent doing it.

Create tickets

I like to create tickets for everything I do when it makes sense to do so. This helps me cut down on the invisible time by making it visible to everyone. Having a record of work done in a work item tracking tool helps everyone plan better because it makes things visible to the people doing the planning. Maybe you’re getting inundated with production support requests and random analysis requests. Having work items for these sorts of things helps people see just how inundated you actually are and shows people what you’re spending your time on. However you do it, the point is that we want visibility into where our time goes.

Compare estimates vs. actuals

How accurate are your estimates? Do you have any idea? If you’re tracking the time you spend on a work item, you can compare the actual amount of time spent with the estimate that you gave, and this can help you get better at estimating.

Like many people, I’ve tended to underestimate tasks in the past. This was because when I thought of an estimate, I would typically think about how long it would take for me to get to a point where someone else could test the feature (after I did my testing, of course). But I found that I usually wasn’t accounting for time spent fixing bugs that the testers found, or even looking into questions that testers had about things that they thought were bugs that weren’t actually bugs. Once I started comparing my estimates, I was able to see what I was missing and start estimating better.

Protect your time

Let’s say that the people doing the planning come to me and ask me how much time I can spend working on development tickets in an iteration, and let’s say that I say 70%. While this is technically an estimate, in a way I’m making a commitment to them to try and spend at least 70% of my time working on tickets.

So what happens when your schedule starts to fill up with meetings? Maybe these meetings are coming from people outside your team.

My commitment is to my team first, and everyone else second. If that’s true, then I need to proactively manage my calendar so that it doesn’t get so full with meetings that I can’t meet my commitments.

When I’ve committed to working tickets, I’m going to block off my calendar for the rest of a day if that day gets more than half full with meetings. Those meetings can wait while I finish meeting the commitments I made to the people that are most important to me.

I’m able to be proactive with my calendar because I decided how I needed to spend my time ahead of time. Whether someone else asks to know this information or not, I can still come up with an estimate for myself so that I can try to hit my personal targets. Then next iteration I can adjust my estimates based on how things went in the previous iteration.

Trust me, it’s worth it

While this seems tedious and boring, I’ve found this information to be extremely valuable and it actually doesn’t take much effort to do it (especially once you get in the habit). As a professional, I want to have as much information so that I can make the best use of my time.


Read the next post in this series, Metrics.





Iteration Management – Post #8 – Consistency

Posted on March 11, 2015

This post is a part of a series of posts about iteration management. If you want to start from the beginning, go here.

If your team has a lot of periods of crunch time and if overtime happens on a somewhat regular basis, it becomes really difficult to know what is normal anymore. Far too often, the crunch time ends up becoming the norm because your good, diligent, dedicated workers will want to step up to the challenge and hit a date without complaining. But since management sees that you hit the date and things seem to go well with minimal complaining, they might think that it’s no problem if the same thing happens again. So what do you do now, plan for people to work 40 hour weeks or 50 hour weeks? Or maybe the number of hours worked changes from week to week. This is a good way to kill morale, and it also makes it really difficult to collect any meaningful data that you can use to help with planning.

Another problem happens when people on your team work more than 40 hours but only report 40 hours on their timesheet. Now you’re collecting data that is incorrect, which is going to make you underestimate how much you can get done. I realize that most full time employees get paid a salary and don’t get paid extra for hours worked above 40, but people need to be honest about how much their working.

This is a tricky situation, because some people like working extra hours. They want to do it because it’s fun. But there are other people that feel like they can’t do a good enough job by just working normal hours. You’re going to have people that feel inadequate, but I like to find those people and let them know that they don’t need to sacrifice themselves like that just to fit in. If people feel stressed or that they can’t keep up, they’re not going to feel good about their work, they’ll be tempted to cut corners, and they won’t do their best work. I don’t want people to come to work and take it easy and not work hard, but I want their experience at work to be a positive thing in their life.

All of this makes data analysis really hard. What do you do with the person who works 60 hours a week for fun? I don’t want to tell them that they can’t do that (which I can’t really do), but it puts you in a tricky spot when they decide that they can’t work 60 hour weeks anymore and you’ve gotten used to (and planned for) that happening. Or maybe someone is frequently underestimating tickets to make themselves not look bad, but then working extra hours to get it done?

The answer is… I don’t know. Every situation is different, you’re just going to have to figure it out. I’m just pointing out some issues that can come up.

What we can do is try and create a positive work environment. We should try to create a culture of empowerment instead of a culture dominated by top-down command-and-control management. We should try to encourage and reaffirm the people on our team and help them avoid the impostor syndrome. We should try to improve the lives of the people on the team, which will also affect their performance at work in a positive way.


Read the next post in this series, Personal iteration planning.





Iteration Management – Post #7 – Data Analysis

Posted on

This post is a part of a series of posts about iteration management. If you want to start from the beginning, go here.

In order to get really good at planning, you need to get really good at data analysis. You need to collect all the data that you can and use it to prove your assumptions and accurately plan future work based on past results. The key word in that sentence is accurately – if you come up with a plan that isn’t accurate, that’s not going to be much better than no plan at all.

Here are some ways that data analysis has bailed me out in the past:

  • I was working for a consulting company and we were doing a project with two phases. We started on the first phase, and when that wrapped up, we were going to bid on the second phase. We had estimated the work for both phases, but the project manager wanted to know how accurate the estimates were, so he had all of the developers track and record the actual amount of time they spent on each work item. We found that we were underestimating everything by 20%. If we hadn’t realized that we were underestimating, we would’ve underbid the second phase of the project by 20%. If you do the math, that comes out to a lot of money we could’ve lost and a lot of extra hours worked.
  • On a recent project, we thought we had enough time to get the work done by the deadline, but when we analyzed how long the work would take combined with the expected amount of scope increase that we expected based on past releases, we were able to predict that we weren’t going to be able to make the release date with the current scope and team, 5 weeks before the release date (the project was only a 2 month project).
  • On the same project, we were actually ahead of schedule at one point, but we could see that the project had very few road bumps compared to past iterations so we were able to explain that while we were ahead of schedule, we still felt that the project was at risk.
  • When planning for an iteration, I was able to see that exactly how much time I had been spending on analysis vs. development so that I didn’t over-commit to development work when I really was spending more time doing analysis.

Let me give you an example. Have you ever played the game where you have a jar of jellybeans and you have to guess the number of jellybeans in the jar? Pretty hard to do right? (I’ve never won that game.) What if someone gave you several other jars of jellybeans of different sizes and told you how many jellybeans were in those jars? It would get a lot easier to estimate the number of jellybeans in the first jar, wouldn’t it? What made it easier? You based your estimate off of actual data from similar situations.

Estimates

We like to say that estimates are always wrong. Why are estimates wrong? Because there are too many variables that we don’t know enough about in order to make a correct prediction of what will happen. What if we could reduce those variables, either by controlling the environment or learning more about an activity using past data? As you bring more things under your control, you can become much more accurate with your estimates and your delivery cadence can become much more predictable.

Also, most teams estimate development work, but teams don’t always estimate analysis and testing work. Why not? Are those disciplines any less important than development? (The answer’s no.) Your BAs and testers should give estimates on tickets just like developers do, and those estimates should be used in the planning process.

Let’s look at some of the variables that we can control.

Team members

In order to be able to use past data to help predict the future, you need the team to remain the same for a period of time so that you can begin to see the trend. This means that you try to limit changes to the makeup of the team, and you should not have team members that are only partially dedicated to working on the team. If these things are in flux, it’s going to be a lot harder to use past data to predict future performance.

Consistent hours

I turned this point into its own post.

Smaller teams

Any planning is easier to do when you have fewer people to plan for. It’s shouldn’t be any surprise that the most accurate planning I’ve done is for teams of 1 or 2 people. If you reduce the number of variables (and people are always variable), you can be remarkably more accurate.

Many of you probably have a team that is larger than just two people, but you can still divide a large team into smaller sub-teams. Remember, every time you add a person to a team, you make it a little less efficient. You add one more variable to the system, one more person that needs to be kept in the loop.

Expecting the unexpected

What’s harder that planning for the work that you know about? Planning for the work that you don’t know about. This could be unexpected production support issues, scope increase, or bugs that come up during the iteration that increase the amount of work needed to complete a feature. However it happens, it happens all the time, and it often happens in relatively predictable amounts. Occasionally you’ll have that really bad week where everything comes to a halt because of serious production issues. But over time, you’ll begin to see a trend of how much of this kind of stuff happens, and you can plan for it.

Track everything

The more data you track, the more you will learn. This may seem tedious to your team (for whatever reason, there’s nothing developers hate more than tracking their time), but it’s really important. There’s actually a lot it for them. For example, if a developer thinks that they spend 80% of their time doing development each iteration but they actually spend 60%, they’re always going to be over-committing. Maybe they consistently underestimate their features (this happens a lot). If they’re being held accountable for getting work done, then they should want to estimate accurately.

Knowledge is power, and data analysis can give you the knowledge that you need to become a better planner and estimator. Next time we’ll talk about what kinds of things to track and what kinds of things to not track.


Read the next post in this series, Consistency.





Task Parallel Library – multi-threading goes mainstream

Posted on March 10, 2015

The Task Parallel Library is nothing new (it came out with .NET 4), but recently I had to diagnose some slowness in my application and I thought that the TPL might be what I was looking for, so I dove in.

Doing work in multiple threads is nothing new. You’ve been able to do new Thread(...).Start() and ThreadPool.QueueUserWorkItem(...) for some time now. But if you’ve used either of those methods, you know that it’s not simple and it usually feels like more work than it’s worth.

This is where the Task Parallel Library is awesome — it makes multi-threading easy. This doesn’t mean that it’s trivial (you can still have deadlocks, race conditions, etc.), but now you can introduce multithreading into your application with minimal effort.

I’m guessing that many of you have had the same problem that I had. You have a screen which will load up all of the details about an account/customer/order/whatever your system deals with. If you use a relational database (which most of you probably do), this probably means that you go and run a series of SQL queries (using an ORM or not) to load up all of the data that you need on the screen.

In my case, I had several slow SQL queries that had to run (and by slow, I mean ~2 seconds). The queries weren’t all that slow, but if you do 20 SQL queries and each one waits until the previous one finishes, you end up with it taking 12 seconds to load all of the data. Not good.

So what I did was to do each call as a Task and let the framework do it as fast as it can with as many available threads as possible. This is really easy to do, actually, once you learn a few basics.

Here’s a sample of what my old code looked like:

dto.Enrollments = EnrollmentRepository.GetEnrollmentsForAccount(accountId);
dto.Usages = UsageRepository.GetUsagesForAccount(accountId);
dto.Invoices = InvoicesRepository.GetInvoicesForAccount(accountId);
return dto;

(Obviously, I’m simplifying the code a bit for the sake of this post, there were about 20 calls in the real code.)

Here’s what the code turned into:

var tasks = new List();
tasks.Add(Task.Run(() => dto.Enrollments = EnrollmentRepository.GetEnrollmentsForAccount(accountId)));
tasks.Add(Task.Run(() => dto.Usages = UsageRepository.GetUsagesForAccount(accountId)));
tasks.Add(Task.Run(() => dto.Invoices = InvoicesRepository.GetInvoicesForAccount(accountId)));
Task.WaitAll(tasks);
return dto;

I really only added two things. Task.Run() tells the framework to do an action on a new thread. Task.WaitAll() tells the framework that the execution of the code should wait at that point until all tasks are complete.

With this simple change, I was able to take the loading of an account from ~12 seconds down to 2 seconds!

This is not the first time that I’ve written code that does things on multiple threads. But this is the first time that I did it and it was this easy. This is important because now it’s easy enough to make me think about doing things asynchronously more often. In the JavaScript world, doing things asynchronously is the norm (Node.js basically forces you do write asynchronous server code). It feels a little weird at first, but it makes total sense. If I have this fancy computer that has lots of hyper-threaded cores, why wouldn’t I take advantage of it? That would be like having an assembly line with 8 workers but then having one person do all the work while the other seven sat around and watched.

How much can I actually do at once?

This got me curious. I know that I have a quad-core machine, and the cores are hyper-threaded so each core can do 2 threads at once. This means that my machine should be able to do 8 things at once. I decided to find out what would actually happen.

This code will queue up 50 tasks. Each task will sleep for 1 second and then tell me when it finished.

[TestMethod]
public void How_many_things_can_we_do_at_once()
{
    Func action = i =>
        {
            return (() =>
                {
                    Thread.Sleep(1000);
                    Console.WriteLine("Task {0} finished at {1}.", i, DateTime.Now.ToLongTimeString());
                });
        };

    var tasks = new List();
    for (var i = 0; i < 50; i++)
    {
        tasks.Add(Task.Run(action(i)));
    }

    Task.WaitAll(tasks.ToArray());
}

Here's the output of the test:

Task 1 finished at 10:10:52 PM.
Task 2 finished at 10:10:52 PM.
Task 3 finished at 10:10:52 PM.
Task 0 finished at 10:10:52 PM.
Task 4 finished at 10:10:52 PM.
Task 6 finished at 10:10:53 PM.
Task 5 finished at 10:10:53 PM.
Task 7 finished at 10:10:53 PM.
Task 8 finished at 10:10:53 PM.
Task 9 finished at 10:10:53 PM.
Task 10 finished at 10:10:53 PM.
Task 11 finished at 10:10:54 PM.
Task 12 finished at 10:10:54 PM.
Task 13 finished at 10:10:54 PM.
Task 14 finished at 10:10:54 PM.
Task 16 finished at 10:10:54 PM.
Task 15 finished at 10:10:54 PM.
Task 17 finished at 10:10:55 PM.
Task 19 finished at 10:10:55 PM.
Task 18 finished at 10:10:55 PM.
Task 20 finished at 10:10:55 PM.
Task 21 finished at 10:10:55 PM.
Task 22 finished at 10:10:55 PM.
Task 23 finished at 10:10:55 PM.
Task 24 finished at 10:10:56 PM.
Task 25 finished at 10:10:56 PM.
Task 26 finished at 10:10:56 PM.
Task 27 finished at 10:10:56 PM.
Task 28 finished at 10:10:56 PM.
Task 29 finished at 10:10:56 PM.
Task 30 finished at 10:10:56 PM.
Task 32 finished at 10:10:57 PM.
Task 31 finished at 10:10:57 PM.
Task 33 finished at 10:10:57 PM.
Task 34 finished at 10:10:57 PM.
Task 36 finished at 10:10:57 PM.
Task 35 finished at 10:10:57 PM.
Task 37 finished at 10:10:57 PM.
Task 38 finished at 10:10:57 PM.
Task 39 finished at 10:10:58 PM.
Task 40 finished at 10:10:58 PM.
Task 41 finished at 10:10:58 PM.
Task 42 finished at 10:10:58 PM.
Task 43 finished at 10:10:58 PM.
Task 45 finished at 10:10:58 PM.
Task 44 finished at 10:10:58 PM.
Task 46 finished at 10:10:58 PM.
Task 47 finished at 10:10:59 PM.
Task 49 finished at 10:10:59 PM.
Task 48 finished at 10:10:59 PM.

The test completed anywhere from 6-8 tasks per second in this test run. I did other runs where it never got above 6 tasks per second. It all depends on whatever else my machine is trying to do at the same time that is tying up the cores. The good thing is that the framework is taking care of creating the threads, figuring out when a thread can run, disposing of the thread when it's done, and all of that plumbing that I don't have to worry about.

Learn more

I found a really good series of blog posts that covered all kinds of different topics related to parallelism, threads, tasks, async/await, and everything related to it. It's definitely a new way of thinking for me but I'm starting to think of all kinds of ways that parallelism is going to change how I write code.





Iteration Management – Post #6 – Comparing estimation methods

Posted on March 3, 2015

This post is a part of a series of posts about iteration management. If you want to start from the beginning, go here.

Some teams like to estimate in hours, and other teams like to estimate in “story points”. Other people simply try to break down all work into small tickets and just count the number of tickets completed. Other people don’t estimate at all. Which way is best?

Of course, it always depends on your situation, and people have views and opinions that are all over the place. I’ll give you my opinion and try to accurately represent all viewpoints, but this is just my opinion, so feel free to disagree with me.

Estimating in actual time (hours, days, etc.)

Pros:

  • Estimating in hours makes sense to a lot of people, and they’re used to doing it.
  • If you’re on a project and the team understands the application, the business, and the subject matter very well, you might be able to accurately estimate how long something will take (especially if you can break it down into small tickets).
  • Works well when you can have the people who are going to do the work do the estimating. (This works best when you can estimate tickets shortly before you’re going to work on them so that you know who will be working on them.)

Cons:

  • Estimates can vary from developer to developer. One developer who has been on the team for awhile and works quickly might estimate something at 4 hours, but a slower developer who hasn’t been on the team for awhile might estimate 16 hours. Both estimates are correct (for that person). This is OK, but if you don’t know who is going to be doing the work and the 16 hour developer inherits the 4 hour estimate, you’re going to have a problem.
  • Doesn’t work well if you don’t know enough about the application, the business, or the subject matter, which makes it really hard to come up with an estimate in actual time that has any chance of being accurate.
  • If you track velocity over time, it should be relatively consistent in terms of hours of work completed, but this won’t show if the team is getting faster (or slower) over time because the team’s estimates of a certain type of ticket will decrease over time. If you estimate in story points, a certain type of ticket will always have the same point value and you will see an increase in velocity over time.

Estimating in story points

Story points are arbitrary values that are given to a feature and then all other features are estimated relative to how difficult each task is to the previous tasks that have been assigned a specific story point value. People measure “points” differently depending on who you ask – some people say points are a measure of time/effort and others say that points are a measure of complexity. There’s no one right way, which is the point of this post.

One popular method is to use the Fibonacci sequence numbers as the point values that you can use in your estimates (e.g. 1,2,3,5,7,11,13,17,23). This makes it a little easier because you don’t have to agonize over whether something should be a 13 or a 14.

Pros:

  • Works really well if you are estimating a project and you don’t know much about the application, the business, the technology, or the subject matter. In these cases, estimating in hours is a complete stab in the dark, but it’s much easier to compare the effort or complexity of one feature vs. another. (This happens a lot when you work for a consulting company and your company wins a bid for an entire project.)
  • People aren’t very good at estimating in actual time, but they’re much better at estimating the size of a task relative to other tasks that have specified point values.
  • You might have one developer who would estimate a task at 4 hours and another developer who estimates the task at 16 hours. But both developers might estimate the task as 2 points because they’re measuring the task relative to other tasks.
  • Tracking velocity has more meaning. If the team gets faster over time and now a 2 point ticket takes 4 hours instead of 6 hours, you should see an increase in velocity over time, which is good for the team (especially if you’re trying to justify doing Agile in an environment that is new to Agile and is wondering if it’s worth it).

Cons:

  • It can be awkward to estimate in story points, especially for new people who don’t know how the points have been allocated in the past. Other people have a hard time thinking in terms of story points when estimating a ticket in hours might seem easy.
  • Team members and management tend to try to convert story points to hours, at which point people start to feel like maybe they should just estimate in hours anyway.
  • Since a story point is arbitrary, it can become really easy to game the system. For example, management wants the team to increase velocity. Suddenly what would be a 2 point ticket now gets estimated as 3 points! (I realize that you could game the system if you were using hours as well, but it’s a little harder to do with hours since hours aren’t an arbitrary measurement.)
  • Management at some point is going to ask for an estimate (read: commitment) where you have to specify a date when you need to be done, so you’re probably going to have to translate points to hours.

Counting tickets

Pros:

  • Estimating feels like a waste of time and the estimates are often wrong anyway. If the tickets are all small and relatively close in size, the differences in size all average out anyway so we can just count the number of tickets and it will come out close enough. (This, of course, is dependent on being able to break down the work into small tickets of about the same size, which is hard to do on some projects.)
  • No more estimation meetings!

Cons:

  • Doesn’t work well if you aren’t able to break down the work into really small tickets.

An alternative way to count tickets is to have a small number of sizes of tickets (e.g. small/medium/large). This is similar to estimating in story points, but it’s less granular. You still count tickets, but each ticket has a point value (for example, small = 1, medium = 2, large = 3).

No estimation

Pros:

  • Works well if you just work the tickets as they come to you and you don’t have to do long term planning (e.g. handling production support, ongoing maintenance).
  • Works well if a good portion of your work is not known up front and just comes to you when it needs to be done.

Cons:

  • Won’t work if you’re working on a project where management needs to know when it will be done.

More on story points

I often hear complaints from people that like story points. They say, “Management keeps trying to translate story points to hours!” My response to that is, what’s wrong with that? If you’re on a story point project, eventually you’ll have enough data to show that a 1 point ticket typically takes X hours on average, and so on. Isn’t that a good thing? Aren’t you better off if you’re able to translate story points to hours? Who wouldn’t want to have that knowledge?

This doesn’t mean that you can’t continue to estimate in story points, but remember, the whole point of estimating is ultimately to tell management or the business when you are going to get work done. There is still value in story points (more meaningful velocity charts, easier to estimate in some cases, etc.), but at some point the translation to hours is probably going to be necessary.

Use your brain

I find that people are very passionate about this topic, and the most passionate ones either think that you should always estimate in story points or never estimate in story points. I don’t like to use words like “always” or “never” because you can always find a situation where it makes sense to do things a certain way.

This is where you come in. You can read all of the books and blog posts that you want, but ultimately you need to use common sense and find the estimation method that works best for your team. There’s no harm is trying something and switching to something else later. The important thing is to do more of what works and less of what doesn’t.


Read the next post in this series, Data analysis.





Iteration Management – Post #5 – Estimates

Posted on

This post is a part of a series of posts about iteration management. If you want to start from the beginning, go here.

If you ask people what they think of estimates, they’ll probably tell you that “estimates are always wrong”. But at the same time, management is taking those “wrong” estimates and treating them as a commitment to get work done by a certain date.

In reality, I think both of those things are true. The problem is that they seem so contradictory to each other, and this is where many teams get into trouble.

Many of you probably feel that estimating is a waste of time. It doesn’t make sense that you have to spend time each week estimating tasks when you could be using those hours to get things done.

I would love to live in a world where I didn’t ever have to estimate anything and all I would have to worry about is what I’m working on now and maybe what I have to work on next. Some of you might work in that kind of environment (maybe you’re in a small shop). But most businesses need to know how much things are going to cost, if Team A can complete a project before a certain date because Team B is going to need the functionality in place, if it’s worth it to build custom software or buy something off the shelf, or which consulting company to choose for a project. That’s the nature of smart business.

Or think of it this way – if you were going to build an addition on your house, would you not get several estimates from multiple builders and use those estimates as a major factor in who you picked to do the work? You certainly wouldn’t pick someone who said, “I do good work, so I’ll do the best that I can and then I’ll let you know how much it costs in the end.”

The fact is that if we want to be professionals, we need to be able to give good estimates, and we need to accept the fact that management is really asking for a commitment when they ask for an estimate. The whole reason that we estimate, regardless of the methods we use to do it, is so that we can tell management or the business when are going to get work done. Fortunately there are some things that we can do to come up with better estimates.

Small tasks

It’s much easier to estimate smaller things than larger things. What’s easier to estimate – the distance between your house and the one 3 houses down or the distance between New York and Chicago? You probably wouldn’t get either exactly right, but the margin of error will probably be less on the smaller distance.

The same is true when we’re breaking down a piece of work that we want to estimate. I like to break things down into the smallest unit that makes sense. Now that’s a pretty vague statement, but it really does depend on the situation. Ideally I like to break things down into the smallest testable unit that makes sense. That means that the feature provides some amount of value to someone (the business, IT, the dev team, etc.) and it can be tested and moved to production (or ready to go to production). There are always exceptions though – sometimes the smallest testable unit I can get to is still a week of work for 2 people, so then I’ll break the development down into smaller pieces (e.g. UI layer, business layer code, write some stored proc that is going to take awhile, set up an environment, etc.). Those technical tickets won’t be testable by themselves, but I’ll also have an overarching ticket that represents the testable unit (which is made up of the smaller techincal tickets). This at least lets us estimate smaller things so that we can be more accurate and have a better sense of how the work is progressing.

I’m not going to tell you what the maximum size of a ticket should ideally be, because every project is different. I’ve been on some projects where most tickets are under 4 hours of dev work, and I’ve been on other projects where the estimates were in days or weeks. The goal is to get the functionality broken down into the smallest chunk that makes sense for you so that you can get the estimate to be as accurate as possible.

Story Points or Hours?

There was enough here for it’s own post.

Categorization of work

On our team, we estimate analysis, development, and testing. So what counts as what? How does you categorize time spent by a developer writing automated tests? When a QA person writes a test plan, is that analysis or testing? What about meetings where you’re talking about a feature?

You can come up with your own rules of thumb, but here are mine:

Analysis

  • Time spent doing business analysis (this one is obvious)
  • Technical design
  • Research into how something works, whether this is business-focused or technical
  • Time spent by team members in meetings discussing the feature (remember, 5 people in a 1 hour meeting = 5 hours)

Development

  • Coding, writing code, thinking about code, talking about the code, etc.
  • Writing automated tests (if your QA people are writing end-to-end automated tests without developer involvement, I might categorize time doing that as QA)

Testing

  • Manual testing
  • Test planning
  • Writing up bugs for a feature
  • Writing end-to-end tests (see my comment in the Development section)

Other stuff (I might want to track the amount of time spent on these things, but not at a feature level)

  • Team meetings not related to specific features (retrospectives, standups, iteration planning, other team meetings)
  • Project management

How your team categorizes specific things doesn’t really matter, what’s important is that everyone is consistent and does it the same way so that you can get good data. You might want to check with your management as well because certain activities are capitalizable (like development, technical design, and testing) and others are not (like analysis).

The people doing the work should be the ones doing the estimating

This sounds pretty straightforward, but it’s really important. Let’s say that you know a lot about your application and you can complete feature X in 4 hours. But someone else who hasn’t been on your team as long or maybe isn’t as fast as you might take 16 hours. It’s not fair for you to give the 4 hour estimate and then hand it over to the person who is going to complete it in 16 hours. Maybe in that case you let the person re-estimate it at 16 hours, but that could throw your planning off. (This is another good thing about story points – when you estimate the size of a feature relative to other features, both developers might give the same estimate even though one will take 4 times the hours to complete it.)

I’ve been on some projects where we estimated a good portion of the work up front (because we had to bid on the project). That’s fine, but we never re-estimated anything. That led to lots of situations where a developer got assigned a ticket that they didn’t estimate, and once they had been working the task for as many hours as were estimated and they weren’t done, they started freaking out because they felt like they were behind, and this is when the sloppy code practices start happening. This happened because the people doing the work didn’t get a chance to give an estimate. If I give an estimate and I don’t finish it in time, then that’s on me, and I know it, so I don’t have any room to complain.

Nothing is more demoralizing than having someone else commit you to an estimate that you don’t feel is realistic. This just makes you feel angry, unmotivated, and unempowered. But if I make an estimate, then I’m a lot more likely to want to meet the estimate, even if it turns out that it’s going to take longer than I originally predicted.

Anything can be broken down

Any amount of work, no matter how complex, can be broken down into small, manageable tasks. The most complicated project is nothing more than a collection of simple tasks. The trick, of course, is identifying those simple tasks. But that scary project will become a lot less scary as you identify small units of work that need to be done. This exercise will also give you a better idea of all of the things you’re going to have to do, and you will be able to make better estimates on the small tasks.

This also applies to more nebulous roles like project management. Project managers are typically really busy and have to juggle numerous things at one time, but like anyone else, all of their work can be broken down, prioritized, tracked, and estimated. This will also free your mind because you have a system for keeping track of your work other than trying to remember everything in your mind (which is exhausting).

When to do the estimating

When the estimation happens depends on your team, your project, and how your team prefers to do it. I have a couple tips though.

Do the estimation as late as possible. It usually helps to have the work for the next iteration estimated so that you can do the capacity planning for the next iteration. You might have to estimate it earlier (so that you can plan out a release or bid on a project), but you might want to re-estimate that work when it gets closer to when you’re going to work on it in case the estimates have changed so that you can plan accurately.

Don’t have long estimation meetings. Some teams will have these meetings that last several hours long where the entire team goes through tickets and estimates them. I guarantee you that this will become everyone’s least favorite part of the week. Sometimes you might want to get everyone’s input on certain features, but for most things, you know who is going to do the work, so I would just let that person give their estimate so that you don’t have to tie up the whole team in mind-numbing meetings.

Remember the goal

Remember that however you estimate, the purpose is so that we can tell management or the business when are going to get work done. Use your intuition and come up with the best way that your team can estimate in order to meet this goal.


Read the next post in this series, Comparing estimation methods.





Iteration Management – Post #4 – Managing the iteration

Posted on February 25, 2015

This post is a part of a series of posts about iteration management. If you want to start from the beginning, go here.

As an iteration manager, it’s your responsibility to make sure that everyone on the team has what they need in order to do their job and complete the work assigned to the current iteration. This can be tricky, but I find that it’s the fun part of the job.

Get people talking

Once of the biggest hindrances to success is a lack of communication. I’m sure you can think of examples where a lack of communication hurt the team. Maybe a developer reinvented the wheel because he didn’t know about the existing way to do it. Maybe your testers had issues testing some functionality because they didn’t know how to use the app correctly when a developer could’ve quickly showed them exactly how to do it. Maybe the users were confused or uncertain about some of the changes that you were making because they had questions that needed answers.

Someone needs to make sure that people are talking. This doesn’t mean that you have to do all the talking, you just have to make sure that you get the right people communicating so that everyone is on the same page.

An easy way to do this is to get the team members to sit together. This sounds obvious and many teams have at least part of the team sitting together, but it really helps having the BAs, developers, and QAs in the same area. Yeah, we might have email or instant messaging or phones, but people communicate so much better when their working in the same area. Plus, it increases team camaraderie, which helps communication even more (and it’s fun).

Be the unblocker

It’s your job to be the unblocker. This doesn’t mean that you just remove blockers for people, you also need to be able to see when people might be stuck and help them to get unstuck again. What complicates this is that many people don’t want to ask for help. They might think that they should be able to figure it out on their own, or maybe they don’t want to inconvenience people.

Whatever the excuse, there are usually some telltale signs that you can spot. Maybe you don’t see progress on something that should be moving along, or maybe you hear people sounding frustrated and complaining that they’re having trouble with something. This is where your intuition comes in.

Your job is to do whatever you can to allow people to focus on the work that they need to get done, which is what people tend to want to do anyway. But sometimes someone needs to see that there’s a problem and get the right people in the room to talk about it.

Sufficient requirements

I’ve been on projects that have really well defined requirements and many others that didn’t, and let me tell you, it makes a huge difference. If your requirements are only 80% complete, then your developers are probably going to get it 80% right. When QA goes to test, they have questions about the requirements just like the developers did, and they either write up bugs or get in arguments with developers about how things should be.

When the requirements are well defined, you don’t have as many of these problems. In fact, you probably shouldn’t start working on a feature until you’ve all talked through it and make sure that everyone agrees on the requirements (which include the acceptance criteria).

What counts as “sufficient requirements”? That’s up to you. There are some cases where I feel like I need to write part of the code so that I can find all the things that I’m not thinking of. If I do that, at some point I’ll have a better understanding of what the requirements should be, and then we can meet about it.

What I don’t want are people not knowing how something should work, or people feeling like they need to make assumptions or decisions about how things should work, or people having to wait for requirements clarification. When things are well defined, everything tends to go smoothly because people don’t have to worry about not having all of the requirements and they can just work.

Keep things flowing

You can only move as fast as the slowest part of your process. Here’s how this often happens: management wants to get things done faster, so they come to you and say, “Let’s get more developers!” That’s great, but if you don’t have someone to write requirements for that developer or help test their work, things aren’t going to move any faster (or maybe they will at the expense of quality).

If even you aren’t in that situation, it’s virtually impossible to always have perfect balance of analysts, developers, and testers, especially on smaller teams. What do you do if you have 1 analyst, 3 developers, and 2 testers, but suddenly you really need 2.4 testers? The only way to get 0.4 of a tester is to have someone else on the team that is not in tester role help out with testing. This is where it’s extremely valuable to have people that can do several different roles well so that you can eliminate bottlenecks in the process and keep things flowing.

This especially applies to developers, because often times the bottlenecks happen when developers get work done faster that QA can test it (and many teams have a shortage of testers anyway). I like to encourage developers to learn how to do other tasks, like analysis and testing. This can help eliminate bottlenecks, and it makes developers better contributors in general. In some smaller teams, the developer is also the analyst and the tester and needs to know how to do these jobs.

Finding the bottlenecks

How do you find the bottlenecks in the process? This is exactly why we have big visible boards for tracking work items instead of just using online tools! It also helps if you break your tickets down into smaller tickets so that you can actually know when things get stuck. If all of your work items take a week long and three days in your developer doesn’t really have much to show for it, are they really behind or do they just need to hook everything up so that you can see it work? You don’t really have a good way to tell (other than asking and hoping that the developer can accurately and honestly give you the right answer).

We also want to find waste in the process. Usually this comes in the form of waiting. For example, waiting for answers from the business on requirements questions, waiting for testing environments to get fixed so that testing can start, waiting for management to make decisions, or any number of other problems. It’s impossible to eliminate all of these, but we can try to reduce them by communicating and finding creative ways to make things move better.

Finishing

Think of the end of the iteration like a release date. Maybe you will actually be releasing to production. Either way, the goal is that functionality that goes into the iteration gets done. And by done, I mean all the way done. That means, that it’s developed, tested, and the users want to sign off on it. If you have another definition of done, you might be lying! When management hears “done”, they think that you don’t have to do any more work on it. So if you still have more work to do, that’s time that they aren’t accounting for in their mind, so now you’re in a tough spot.

As you get towards the end of the iteration, you need to make sure that everything that is going to be developed this iteration also can be tested by the end of the iteration. If you want to get a feature done by the end of the iteration, you can’t have developers checking in changes on the last day of the iteration if QA needs 2 days to test it because they won’t have enough time. On our two week iterations, usually we are cutting off checkins a day or two before the iteration ends, depending on how QA is doing. Developers might even help test if QA gets behind and can’t get it all done. Typically that doesn’t happen, so developers can keep working, but maybe they don’t check their code in until the iteration is over (or check it into a branch). This ensures that the QA team has enough time to test everything that is going into the iteration.

Be creative!

Every project is different, and every project will have it’s own unique set of problems, many of which you have never encountered before. At this point, your intuition needs to take over. Don’t underestimate the value of intuition and common sense! You can read all the books and blog posts that you want, and many of those will have good ideas, but it’s up to you to apply the ideas and tailor them for your situation.


Read the next post in this series, Estimates.





Iteration Management – Post #3 – Card walls

Posted on February 19, 2015

This post is a part of a series of posts about iteration management. If you want to start from the beginning, go here.

One thing that you’ll find on pretty much every Agile project is some kind of card wall where features are tracked.

board

When I started working on Agile projects several years ago, I didn’t quite understand the purpose of the card wall. I thought, wouldn’t you rather just track everything in some online tool?

While tracking things in an online tool is still a good idea, the Agile card wall gives you a level of transparency that it’s difficult to get from an online tool. With a good card wall, you can easily see what everyone is working on, what still needs to be worked on, how long the remaining work might take, and what’s blocking your progress. There is so much to keep track of on a software project, and it really helps when you have a visual aid that can help keep everything in front of you so that you don’t have to juggle everything in your mind (or some online tool).

The trick is to tweak your card wall to give you the most transparency as possible. Here are some things that I’ve found help me get the most of my card wall.

Everything is a task

Everyone puts development tasks on their card wall. However, not everything that your team does could be categorized as a deliverable feature. In fact, there are lots of other things that you might have to do:

  • Write up documentation on a wiki
  • Onboard a new team member
  • Set up a CI build
  • Get ready for a demo

These are all tasks that are completed by development team members that take a measurable amount of time. So why not create a card and put them on the board? Maybe you use a different color card to indicate that it’s an internal task. This gives you two benefits — you know what people are working on and you can use the estimate to gauge how much work is left to be done.

Make card walls for your entire team

If our development card wall can help us track what developers are working on and how much work is left, why not create card walls for the entire team? You could have a card wall for BA requirements gathering, QA creating test plans, project management tasks, or some mini-project that you want to track separately. You get the same benefits that you get with a development card wall — you know what people are working on, you can easily see the status of the effort, you can prioritize the backlog, and it can help you get an idea of how much work is remaining.

Make problems obvious

Your card wall should alert you to any problems and blockers as soon as possible, so that you can remove any blockers and constraints that could keep your team from being able to do their job. Some ways that you can do this:

  • Create a separate section of your card wall for blocked items
  • If something is blocking a feature, put a post-it note on the card and write what the blocker is
  • Structure your card wall so that you can see problems immediately just by glancing at it

Let’s look at some examples of some simple card walls and we’ll interpret what we see.

Example #1

board
In this example, we can easily see that we are either developing things faster than we can test them, or things are getting stuck in testing due to bugs. We may need to assign more people to testing or work on reducing bugs.

Example #2

blockers
There are a lot of features that are blocked. We should try and address the blocking issues and look and see if there is some greater problem that is causing things to get blocked. Maybe we need to write better features, or maybe we need to get more time from people in the business who can answer questions.

Example #3

no-backlog
We don’t have much in our backlog, so the developers are going to be out of stuff to do really soon. We may need to get more people working on requirements gathering.

Example #4

good
Things are flowing pretty smoothly. We have a good sized backlog, no blockers, the work is evenly distributed, and we’re getting a lot done.

The key is that we want to see problems as soon as possible so that we can take the necessary steps to correct the problem and keep things moving.

Address technical debt as part of the process

As much as we hate to say it, sometimes it makes sense to shove in lower quality, untested code in order to meet a deadline. I don’t like having to do this at all because of the risks, but when this happens, keep track of all technical debt that will need to be fixed and create separate cards for fixing it. Make these cards a different color so that they stick out. Then use your board to explain to your manager or project sponsor that you’re going to need some time to go back and fix the technical debt. Many managers want to pretend that the work is done once you release and will convince themselves that they can just move on without addressing the technical debt. You know better, and it’s your job to state that case and show why it’s important.

Refactor your card wall

Your card wall is yours. You create it, you manage it, and it belongs to you. Don’t be afraid to rearrange and refactor your card wall so that it can better meet your needs. Don’t make excuses like “we’ve always done it this way” or “we read a book that said to do it this way” or things like that. Your process and tools need to serve you not the other way around.


Read the next post in this series, Managing the iteration.





Older Posts »
SERVICES
SOFTWARE SOLUTIONS
I have over 10 years of software development experience on several different platforms (mostly Ruby and .NET). I recognize that software is expensive, so I'm always trying to find ways to speed up the software development process, but at the same time remembering that high quality is essential to building software that stands the test of time.
PROJECT LEADERSHIP
I have experience leading and architecting large Agile software projects and coordinating all aspects of a project's lifecycle. Whether you're looking for technical expertise or someone to lead all aspects of an Agile project, I have proven experience from multiple projects in different environments that can help make your project a success.
AGILE COACHING
I believe that Agile processes and tools should be applied with common sense. I've spent the last 6 years working on Agile projects as a consultant in many different environments, both in leadership roles and as a practitioner doing the work. I can help you find out how Agile can work best in your organization, not just apply a prescriptive process.
TEST DRIVEN DEVELOPMENT TRAINING
TDD Boot Camp is a hands-on, three day, comprehensive training course that will teach you all of the skills, tools, frameworks that you will need to use test-driven development to develop real world .NET applications. If you're not looking for something that intensive, check out the the half-day version.
Have any questions? Contact me for more information.
PRESENTATIONS
Iteration Management - Your Key to Predictable Delivery
From QA or the Highway 2015
The Business of You: 10 Steps For Running Your Career Like a Business
From CodeMash 2015, Stir Trek 2014, CONDG 2012
From Stir Trek 2013, DogFoodCon 2013
From Stir Trek 2012, QA or the Highway 2014
(presented with Brandon Childers, Chris Hoover, Laurel Odronic, and Lan Bloch from IGS Energy) from Path to Agility 2012
From CodeMash 2012 and 2013
(presented with Paul Bahler and Kevin Chivington from IGS Energy)
From CodeMash 2011
An idea of how to make JavaScript testable, presented at Stir Trek 2011. The world of JavaScript frameworks has changed greatly since then, but I still agree with the concepts.
A description of how test-driven development works along with some hands-on examples.
From CodeMash 2010
From CodeMash 2010