Re: [XP] Re: New Article on XProgramming.com
- On Saturday, July 30, 2005, at 5:13:21 PM, Kevin Rutherford wrote:
> However (you knew that was coming), I have a couple of questions:Unless I miss my guess, most product companies measure number of
> First, introducing throughput accounting (ie. measuring success by volume of
> product) is notoriously difficult, as anyone in the Theory-of-Constraints or
> Lean communities will attest.
products shipped, do they not? What's hard about that?
And anyway, I'm not proposing changing accounting, I'm proposing the
executive telling his reports what he cares about, and what will
make him happy: Features. It won't take a reorganization of the
whole company to do that: software projects are already /supposed/
to ship stuff. They just don't do so very often.
> Have you seen this measure acceptedNeither, none of the above. But it's not hard, and not unknown: XP
> universally, or resisted by bean-counters?
teams and Scrum teams, for example, measure velocity all the time.
And again, we're not trying to change the bean-counters. They can
count whatever they want to. Meanwhile, what counts in development,
and in the eyes of its managers, should be getting stuff done.
Offhand, I'd expect that to improve most any existing financial
measure. (Although there may be some interesting issues relating to
> Second, in a shop that's already running with legacy code and product, IYes, you have to slow down to turn. On the other hand, since most
> would expect a productivity /dip/ while the 'running' and 'tested' parets of
> the RTF equation take hold. Do you find that? If not, how did you avoid it?
non-Agile projects typically have zero features delivered in any
given month, one feature would be an improvement. So even though
overall progress /might/ slow, successful feature delivery could
quite possibly start early on.
And when the teams figure out that they have to be Agile, they'll
likely go faster very quickly. Scrum and XP teams are, anecdotally
at least, about twice as productive as the same team was before they
started doing the Agile thing.
How do I know what I think until I hear what I say? -- E M Forster