Well, in one contracting job I had, I spent a lot of time itting waiting for the IBM 370 MVS / CICS system to actually respond. There was always a substantial time delay in response to anything I entered. In fact, I had tie to read articles like the one in the IM Systems Journal about "The Impact on Programmer Productivity of Slow System Response Times" (I kid you not, that is the truth!).
So where should I record those many minutes?
Also, when I use a report writer such as R&R Report Writer (in the old DOS days) or Crystal Reports, and I am sitting with a user painting the report layout on the screen, and every few minutes running the report to ee if that is what is required, and then refering back to the client for confirmation and modification ... am I doing analysis, design or programming. After all, I'm actually creating an executable program hile at the same time doing analysis of the user's requirements, whilst doing the design of the report with the WYSIWYG design tool.
But accountant and finance team folk do not understand about this. So, in all honesty, you should do what i suggested in an earlier email ... give them figures that you honestly consider, in your professional judgement, to be a reasonable estimate of the time taken for each classification. Given that it is your professional opinion, which must be assumed to be competent, then there should be no argument.
Yes, the Finance people have a job to do to keep track of capitalised expenditures, and sunk costs, and variable and fixed costs, and ROIs and stuff, but that doesn't mean that they can force the IT people to behave in a particular way just to ensure accuracy of the figures required by the finance team. It is more up to the finance team to come up with a way to account for these things (their GAAP) in accordance with generally accepted software develpment practice (GASDP).
I remember the days when GAAP (Generally Accepted Auditing Practice) insisted that software testing be done by a independant testing team, because of the desirability of independant verification. Testing of the software by an independant team was seen to be along the same lines as having an independant verification of monies received and banked, and the independant counter-signing of cheques. These Internal Audit practices were just twisted into a slightly new shape for software development, rather than being reated anew for software development.
Let's put an end to this belief that the IT shop is the servant and creature of any other department in the organisation, and must conform to whatever zany demand is placed on them.
Date: Tue, 1 Dec 2009 20:08:30 +0000
Subject: [scrumdevelopment] Re: GAAP and Agile
I wonder what would happen if the numbers deviated significantly from what they expected, but with a logical argument. For example:
Programmers don't build; compilers build. Let's say 1% of the time is building then, in the sense, of waiting for a build to happen.
You can actually measure support time, so that one is OK.
We test, but those of us that do TDD use it to help with design. And ATDD helps a lot with analysis. After that the testing kind of happens in almost no time. Let's say a few percent to testing then.
So that leaves analysis and design. Yup. Let's say 45% to each of those.
So we've got 45% analysis, 45% design, 1 % build, 5% test and 4% post launch support, or something like that.
What would they do with that?
--- In scrumdevelopment@ yahoogroups. com, "alisongilles" <alisongilles@ ...> wrote:
> Hello all,
> A somewhat random question, but our Finance team has instructed us to code all of our hours to one of the following categories: Analysis, Design, Build, Test, Post Launch Support.
> Obviously, this feels pretty non-agile. The response to questions on this has been that this coding follows Generally Acceptable Accounting Principles for capitalized/ non-capitalized software development expenses, and that we don't have a lot of flexibility in this. Has anyone experienced this or is anyone familiar with the Accounting Principles for software?
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