Change


Traffic in India

I recently spent a week Mumbai. While stuck in traffic during a tour of some of the incredible sights, our guide stated that in Mumbai there were three certainties, death, taxes and traffic. With the sound of auto and truck horns ringing in my ear, that statement rang true.  On reflection, I would add change to the list of certainties, whether in Mumbai or as a general attribute of all human endeavors.  Software development and maintenance are no different. Over the past few weeks, this blog has extolled and then pilloried the virtues of both big bang and incremental change approaches (and by inference everything in-between). In the end, there is no perfect approach that fits all scenarios. How can we decide which end of the change approach spectrum will work in any given scenario?  The answer is not as straightforward as a checklist or decision tree, rather three interrelated concepts must be weighed when deciding on a change approach. The three are the organization’s propensity to fall prey to change fatigue, the possibility of tunnel vision and the tolerance for dealing with Watts Humphrey’s requirements uncertainty principle. (more…)

partially inflated balloons

Where did the air go?


The overwhelming choice of process improvement specialists is incremental change.  The 21st century has seen an explosion in the use of incremental change methods, not just in process improvement, but in software development and maintenance.  Techniques and frameworks like Scrum, Extreme Programing and Kanban are just a sample of methods that are being used.  The support for incrementalism should not be taken as a carte blanche endorsement.  In order to effectively use incremental change, a practitioner must avoid these three major pitfalls: (more…)

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People involved with conceiving, directing and coaching change overwhelmingly favor incremental change methods.  The support for incrementalism always comes with caveats.  Those caveats can be consolidated into three requirements. Organizations with effective incremental change programs are pursuing a vision, have an appreciation for the need to increase tolerance to change, and embrace innovation. (more…)

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As part of the research and writing process for the series on change implementation approaches I have sought out ideas and advice from many people. Some I have talked to I have directly quoted (with permission), with others still to come as we explore continuous and hybrid models. Today I am including a longer set of important ideas and thoughts from Christopher Hurney in the form of a guest blog. Mr Hurney is an active part of the SPaMCAST community. Christopher and have talked and corresponded for several years and I learned much from our relationship. Christopher can be found on LinkedIn. Thank you, Chris! (more…)

 

Big Bang

Big Bang

A big bang adoption is an instant changeover, a “one-and-done” type of approach, in which everyone associated with a new system or process switches over en masse at a specific point in time.  Big bang process improvements are useful; however nearly every person involved in planning and executing change avoids them like the plague.  Practitioners avoid big bangs for a number of very specific reasons although at the root of these reasons is risk.  They are risky because they have: (more…)

Fire Alarm

 

Kaizen is a Japanese word meaning good change. Change in a dynamic business environment has become an accepted norm. Organizations must adapt or lose relevancy. The concept of kaizen has been adopted within the information technology industry as part of core management practices. In business terms, kaizen has been defined as continuous incremental change. You need energy to make change occur, in many cases, a sense of urgency is the mechanism used to generate the energy to drive continuous change. (more…)

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The Software Process and Measurement Cast 419 features our essay on eight quick hints on dealing with stand-up meetings on distributed teams. Distributed Agile teams require a different level of care and feeding than a co-located team in order to ensure that they are as effective as possible. Remember an update on the old adage: distributed teams, you can’t live with them and you can’t live without them.  

We also have a column from the Software Sensei, Kim Pries.  In this installment, Kim talks about the  Fullan Change Model. In the Fullan Change Model, all change stems from a moral purpose.  Reach out to Kim on LinkedIn.

Jon M Quigley brings the next installment of his Alpha and Omega of Product Development to the podcast.  In this installment, Jon begins a 3 part series on configuration management.  Configuration management might not be glamorous but it is hugely important to getting work done with quality.  One of the places you can find Jon is at Value Transformation LLC.

Anchoring the cast this week is Jeremy Berriault and his QA Corner.  Jeremy explored exploratory testing in this installment of the QA Corner.  Also, Jeremy has a new blog!  Check out the QA Corner! (more…)

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