Management


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This is part 3 of an essay based on a presentation I did as part of IFPUG’s Knowledge Cafe Webinar Series. The presentation is titled Software Development: Preparing For Life After COVID-19. I have not heard if the final version has been posted. I do have a copy of the audio which I will edit.  I will also post a PDF of the slides in the near future (email me if you like to have a copy of the slides before they are posted). 

Once we have an idea of what is important: throughput, cycle time, productivity, and delivered defects, deciding when we care about measuring becomes critical. The answer is simple on paper, focus on the product backlog, what is between “Start and Done” and what crosses the line of done (production!). That we care about these three slices of time reflects the need to focus on how the work flows. Only counting the flow of value when it is done is a recognition that, at least in software, if code isn’t in production, you have not delivered. (more…)

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This is part 2 of an essay based on a presentation I am doing Friday, June 5th at 9 EDT (sign-up: https://bit.ly/3gH0Uy5). I am presenting as part of IFPUG’s Knowledge Cafe Webinar Series. The presentation is titled Software Development: Preparing For Life After COVID-19.

Management guru Peter Drucker said, “There is nothing so useless as doing efficiently that which should not be done at all.” Benchmarking is a tool to identify work that should not be done or done better while continuous improvement provides a structure for improving the opportunities found in the benchmark. There are many approaches to benchmarking and I suggest combining qualitative and quantitative assessments.  The combination is critical for identifying how to improve effectiveness and efficiency. In a post-COVID-19 environment, all of us will need to answer whether how we are working is delivering tangible value in a financially sound manner. If you don’t know the answer to the effectiveness and efficiency questions leaders will be reluctant to spend money on you, let alone large scale improvement exercises. Once you know where you stand then begin to make changes using a feedback loop to know whether or not your experiments are working. (more…)

Work-in-progress, work entry and “no” are highly interrelated. Not saying no generates a cascade failure that reduces efficiency, quality, and value, while at the same time increasing cost, time-to-market, and turnover.  Any way you slice an organization not judiciously saying no is a prescription for disaster. In the essay, Why Work Entry Is Important In Agile, we discussed the serious disruptions that occur when a team can’t or won’t control the flow of work to the team.  The uncontrolled flow of work causes: (more…)

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SPaMCAST 544 features our interview with Jeppe Hedaa.  Mr. Hedaa and I discuss his new book, Nucleon: The Missing Formula That Measures Your IT Development Team’s Performance. Our discussion centers on the book but also touches on meritocracy and why you want top performers on a team. This is a wide-ranging interview with thought-provoking ideas as we talk about Nucleon!

Jeppe’s bio:

Jeppe Hedaa has been working with complex systems development for more than 30 years, serving the largest IT development departments. He is the CEO and owner of 7N, who is an agent for top 3% IT specialists. 7N has departments in the US, Switzerland, Finland, Sweden, Norway, Poland, India and Denmark. In September 2018 he published the book “Nucleon: The missing formula that measures your IT department’s performance”, where he describes how to calculate a hard number for an IT team’s performance that could best be compared to that of horsepower in a car. In the book, he also measures the factors that hold back an organization’s delivery and identifies the most impactful areas for improvement.

Our review of Nucleon: http://bit.ly/2XQvB9T (more…)

Nucleon by Jeppe Hedaa is a short and concise book that is rich in thought-provoking ideas. To give you a sense of scope, the subtitle, “The Missing Formula That Measures Your IT Development Team’s Performance” speaks volumes. The book weighs in at 119 pages with front matter (always read the front matter), six chapters and eight pages of endnotes. I will admit that I am a sucker for grand unifying theories. I am still rooting for Stephen Hawking to posthumously pull a rabbit out of the hat (I sure hope someone is looking through Hawking’s personal papers). Mr. Hedaa, founder and CEO of 7N, developed the theory that team effectivity is a function of the sum of each person’s effectivity (the ability to be effective). Effectivity is a function of people, organizational, and complexity factors. Arguably the idea that people, organizational, and complexity factors influence effectivity is not controversial.  But, these factors can be consistently measured and then used in a deterministic manner to predict performance is controversial. Mr. Hedaa spends the six chapters of the book developing a logical argument based on experience and data for the premise that there are ways to measure the factors that matter and that knowing the answer matters to leaders that want to get the maximum value from the money they spend on software development (the broad definition that includes development, enhancement, and maintenance). The Nucleon formula is: (more…)

Book Cover

Today we begin the re-read of Thinking, Fast and Slow by Daniel Kahneman.  Not counting the endnotes, my copy has 448 pages and is comprised of an introduction, 39 chapters in five parts, and two appendices — if this were a blog the book would be approximately 41 separate entries, which is my current approach to the re-read (plus one week for a recap).  The chapters are, on average, relatively short, however, I am reticent to suggest out of the box that I will combine chapters during this re-read. Therefore, I am planning that this re-read to take 42 weeks. Kahneman’s writing, while engaging, is FULL over ideas that are useful for anyone that thinks of him or herself as a leader and change agent. As I noted last week, I will need your help calling out the parts of the book that resonates with you. If you do not have a favorite, dog-eared copy please buy a copy.  Use the links in this blog to books help to support the blog and its alter-ego, The Software Process and Measurement Cast. Buy a copy on Amazon. Now it is time to get reading!   (more…)

You can ride but not all of the time!

The eight problems that cause work entry problems are diagnosable if you are willing to expend a bit of shoe leather talk with team members and stakeholders or just observe. Knowing that there is a problem is important, however, the hard part starts when you try to fix the problem or problems. Work entry problems often occur in clusters because they are a reflection of the way the organization is structured, how work is funded, methodologies and/or organizational culture. These four general categories are addressable by different types of work entry fixes. (more…)

A diagnosis or patch?

A diagnosis or patch?

The majority of work entry problems are caused by eight problems. The eight problems often occur in clusters and are a reflection of organizational culture.  Knowing that there are eight problems is useful when they can be recognized. Unless people wear their motivations on signs hung around their neck, recognition requires conversation and observation.  Hints for recognizing the top eight work entry problems are: (more…)

Work entry is a door into the inner temple!

The majority of work entry problems are caused by eight problems. The eight problems often occur in clusters and are a reflection of organization culture.  The eight are: (more…)

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In SPaMCAST 541 we discuss using guardrails in decision making. Guardrails are a tool to ensure alignment with the organization’s goals and objectives and to keep people on the right path. Well-formed guardrails conform to five attributes that help teams and individuals make decisions.

Our second segment features Jon M Quigley and his Alpha and Omega of Product Development column. Jon discusses reciprocal agreements and their impact of on teams and products. (more…)

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