mah - rightsizing your projects down economy revb · 2019. 7. 28. · 1 nov 2009 logo design: sarah...

12/4/2009

Software Quality Group of New England

December, 2009

Rightsizing Your ProjectsIn a Down Economy

Michael MahManaging Partner

QSM Associates, Inc.75 South Church Street

Pittsfield, MA 01201413-499-0988

e-mail: [email protected]: www.qsma.com

Blog: www.optimalfriction.com

12/4/2009 2Copyright QSM Associates, Inc.

Industry Data from the QSM SLIM-Metrics Database

Spans 20+ yearsLarge, worldwide heterogeneous database contains 8,000+ projectsRepresents over 685+ million SLOC, 7+ million function points, over 600 languages, from 500+ organizations in 18 countriesAdding 200 – 400 projects/year


Partial List of Clients

British TelecomSAP MicrosoftIntel BellSouth BMC Software Motorola VerizonWirelessComputer Sciences Corp

IBM GlobalProgressive InsuranceMisys HealthcareJPMorganChaseBoeingBank of New York MellonLockheed MartinSiemens MedicalDirecTV


A Project That Has Been “Wrongsized”


CodeSize

Time Effort

WrongSized in Two Dimensions

Team Size


Main Build Phase Staff vs Size

1 10 100 1,000 10,000Effective SLOC (thousands)

1

10

100

1,000

DC&T P

eak Staff (P

eople)

AB Rel 9.5

AB Rel 10

AB Rel 9.0AB Rel 9.5

AB Rel 10

AB Rel 9.0

AB Medical All AB Medical Sy stems Special Project Misy s - All Projects Av g. Line Sty le 1 Sigma Line Sty le

Build Phase Staffing - Wrong

Company – All Projects

Larger Teams


Main Build Phase Schedule vs. Size


1

10

100

1,000

DC&T D

uration (Months)

AB Rel 1.0


AB Rel 1.0


AB Medical All AB Medical Sy stems Special Project Misy s - All Projects Av g. Line Sty le 1 Sigma Line Sty le

Build Phase Schedule - Wrong

Company – All Projects

Impossible Zone


Defects/Quality – Where Will This Be? (Hint…)Defects During Test vs Size


0.001

0.01

0.1

1

10

100

Errors (S

ysInt-Del) (thousands)

AB Medical All AB Medical Sy stems Special Project Misy s - All Projects Av g. Line Sty le 1 Sigma Line Sty leCompany – All Projects


Defects Found

6 12 18 24 30 36 42 48 54 60 66 72 78 84 9005/17

'0306/28 08/09 09/20 11/01 12/13 01/24

'0403/06 04/17 05/29 07/10 08/21 10/02 11/13 12/25 02/05

'05

0

50

100

150

200

250

300

350

Defects

109876543101098765

Current Plan Actuals Green Control Bound Yellow Control Bound Project: CEP

Defects vs. Industry Average

The “System”Is Wrong…


Defects Found

6 12 18 24 30 36 42 48 54 60 66 72 78 84 9005/17'03

06/28 08/09 09/20 11/01 12/13 01/24'04

03/06 04/17 05/29 07/10 08/21 10/02 11/13 12/25 02/05'05

0

100

200

300

400

500

Defects

109876543101098765

Current Plan Actuals Green Control Bound Yellow Control Bound Project: CEP

Defects Cost You Precious Time…

4 MonthSlip

The DateIs Wrong…


We Call This:Self Defeating BehaviorThrough “WrongSizing”




-----Original Message-----From: Tom DeMarco[mailto:[email protected]] To: Michael Mah

Michael,

[We need to contend with] a fairly angry CFO of the Nicholas Carr school who is demanding to [know] that he's not paying for a bunch of software dunderheads…

Best,

t

A Consultant’s Nightmare


Scarcity ThinkingFeeling Quality: FearInsecurity, AngerAction: Cost CuttingContraction

AbundanceFeeling Quality: SafetySecurity, ConfidenceAction: InnovationGrowth



Are You “Lean/Agile?”


If Agile Works Best With Small to Medium Sized Teams…TEAM SIZE

10 100 1,000

Project Size (thousands)

1

10

100

1,000

Headcount

All Systems QSM 2008 Business Avg. Line Sty le 1 Sigma Line Sty le

Larger Teams


Knowledge vs. Routine WorkExpert Thinking: Requiring creativity and expert problem solving, design of new products.Complex Communication: High paying jobs in design, innovation, and management of others with face-to-face interaction.

Routine Cognitive Tasks: Work that follows well-defined logical rules, such as call center and data processing. Some routing software coding.Routine manual tasks: Physical labor jobs such as blue-collar assembly line work.Nonroutine manual tasks: Physical labor jobs difficult to automate requiring optical recognition, fine motor control, including a range of factory jobs.


We Have to “Think Systems…”


Agile As Short Feedback Loops (Pair Programming, Iterations)


A People Intensive Agile Environment


Software Development is About Interactions


A Systems View - Real Work, Necessary Friction, and Optional Chaos for Teams

OptionalChaos

Effort that goes directly into transcribing knowledge you already have into the system being built

The work necessary to discoverknowledge you do not already have

The “Brownian Motion” of the project. It is waste

NecessaryFriction

Real Work

Source:Armour, Phillip G. ”Real Work, Necessary Friction, Optional Chaos”Communications of the ACM Vol 47 No 6 June 2004


Extended Schedule

Duration

Effo

rt/C

ost

Onprojectsthat have the luxuryof extendedschedules, almostall of the effort expendedis useful and necessary work

Typical “relaxed”schedule solution--very

little “chaotic” behavior and unnecessary rework

RealWork

Source:Armour, Phillip G.“Real Work, Necessary Friction, Optional Chaos”Communications of the ACM Vol 47 No 6


The Mix of Work

Duration

Effo

rt/C

ost

Each projecthas some degree of eachof these categories of effort, but their relative levelsare not constant!

Real WorkRealWork Typical “mid-point”solution effort mix



Short-Cycle Chaotic Projects

Duration

Effo

rt/C

ost

Projectsthat are highly compressed experience somewhat higher levels of “Necessary Friction”but MUCH higher levels of “Optional Chaos”

Typical “compressedschedule project—only a small percentage of thetotal effort is of any value

RealWork



A Parking Lot Diagram As a Way to Rightsize Scope

PhysicalDesign

(33)

Apr 2001

JM

Hubbing

(20)

Apr 2001

JM

SatisfyTransport

Item

(16)

Feb 2001

JM

Route throughBearer System

(25)

Feb 2001

JM

ProtectedRoute

(8)

Apr 2001

JM

Retest TrailDiversity

(18)

Apr 2001

CA

SaveTrail Design

(10)

Apr 2001

PS

A‐ZOne Hop

(14)

Dec 2000

PS

A‐Z2 Hops

(21)

Dec 2000

PS

A‐ZMultiple Hops

(22)

Dec 2000

PS

EstablishPathing

(19)

Dec 2000

PS

Comply withDiversity

Constraints

(13)

Mar 2001

PS

EstablishCost

(7)

Dec 2000

PS

Select BearerSystem

(7)

Dec 2000

PS

Logical BearerSystems

(13)

Apr 2001

PS

EstablishProducts and

Models

(9)

Oct 2000

JM

ExplodeDesignModel

(19)

Feb 2001

JM

EstablishDiversityLevels

(19)

Oct 2000

PS

GenerateConstraints

(20)

Dec 2000

LT

CheckConstraints forA Pathing Point

(13)

Jan 2001

LT

CaptureDetails

(17)

Dec 2000

PS

Generate andTrack

Site Events

(16)

Apr 2001

JM

Generate andResolve

Order Activities

(13)

Mar 2001

JM

RunAutodesign

(24)

Apr 2001

JM

EstablishProduct

(12)

Oct 2000

PS

EstablishProductAttributes

(15)

Nov 2000

PS

EstablishProduct

Attribute Groups

(12)

Nov 2000

PS

EstablishTemplates

(7)

Dec 2000

PS

EstablishAutodesignMapping

(6)

Dec 2000

PS

Protection

(4)

Mar 2001

PS

AutodesignTransportShortfall

(14)

Apr 2001

JM

EstablishSite

(11)

Oct 2000

LT

EstablishNode

(14)

Oct 2000

LT

EstablishNetworkElement

(9)

Oct 2000

LT

EstablishEquipment

(15)

Dec 2000

LT

EstablishDesign ItemsFor Models

(26)

Oct 2000

JM

KEY: Work In Progress Attention Full Completion Progress Bar

Establish Product Catalog (PC) Establish Network Arrangement (NW)

Establish Order (OM)Establish Diversity (DV)Establish Design Product (DP)

Inter‐System Pathing (XP)

Intra‐System Pathing (SP)

System Selection (SS)

Establish Trails (TR)

Establish User

(11)

Nov 2000

JM

Users (UM)

Establish CIXTrail Design

(15)

Dec 2000

CA

Lookup CITrail Design

(23)

Apr 2001

LT

100% 100%

100% 100% 100% 100%

100%42%

100%

100%

100% 100% 100%

100%

100%

100% 100%

100%

100%

100%89%

89% 1%

100% 100%

1%

0% 0%

Courtesy Jeff DeLuca


Highly Functioning Individuals and TeamsOptimizing Interactions between Individuals Dealing with Differences, Emotions, and Identity issues with my peersRecognizing Pressures within and Upon my PeersSeeing Triggers that Set Off Personal Defense MechanismsRecognizing How to Manage Individual Relationships

Optimizing Interactions between GroupsUnderstanding Organizational Dynamics between Members of the GroupRecognizing Pressures within and Upon the GroupSeeing Triggers that Set Off Group Defense MechanismsRecognizing How to Manage Group Relationships


FREE STUFFSpecial report … “Understanding Productivity in Agile Development; How Agile Measures Up and What It Means to You”Article: “If Agile Were to Go Mainstream”

Just Leave a Cardin the Basket at the Back


Contact Me At:

Michael Mahemail: [email protected]: www.qsma.comblog: www.optimalfriction.comTel: 413-499-0988

1

Nov 2009 Slide 1Logo design: Sarah Cole Design

SQGNE is made possible by the support of our sponsors:

Nov 2009 Slide 2

Welcome to our 16th season!

An all-volunteer group with no membership dues!

Supported entirely by our sponsors…

Over 700+ members

Monthly meetings - Sept to July on 2nd Wed of month

E-mail list - contact John Pustaver [email protected]

NEW SQGNE Web site: www. sqgne.org

Nov 2009 Slide 3

Volunteers / Hosts / MissionVolunteers

John Pustaver - Founder and Director

Steve Rakitin – Programs and web site

Gene Freyberger – Annual Survey

Dawn Wu – our new greeter!!

Our gracious Hosts

Paul Ratty - room, copies, cookies

Tom Arakel - room, copies, cookies

Margaret Shinkle - room, copies, cookies

Jack Guilderson – A/V equipment

MissionTo promote use of engineering and management techniques that lead to delivery of high quality software

To disseminate concepts and techniques related to software quality engineering and software engineering process

To provide a forum for discussion of concepts and techniques related to software quality engineering and the software engineering process

To provide networking opportunities for software quality professionals

Nov 2009 Slide 4

ASQ Software Division

Software Quality Live - for ASQ SW Div members…

Software Quality Professional Journal www.asq.org/pub/sqp/

CSQE Certification info at www.asq.org/software/getcertified

SW Div info at www.asq.org/software

Nov 2009 Slide 5

SQGNE 2009-10 Schedule

Annual Hot Topics Night…7/14/10Everyone

To be announced…6/9/10Star QualityBrian LeSuer

A day in the life of a tester at Microsoft…5/12/10MicrosoftUrvashi Tyagi

Metrics: The Where, How and Why?4/14/10Linda McInnis

End-to-End Testing in a SaaS environment: Extending the Definition of Quality

3/10/10IntuitBillie Bell

To be announced…2/10/10CSCStan Wrobel

I went to a Testing Conference and all they talked about was Requirements

1/13/10GoPro ManagementRobin Goldsmith

Rightsizing Your Project in a Down Economy12/9/09QSM AssociatesMichael Mah

Interactive Requirements Exercise…11/11/09Howie Dow and Steve Rakitin

Software Quality Assurance Turns 50A Critical Look at the Profession

10/14/09Software Quality Consulting

Steve Rakitin

Using Virtualization to Accelerate Quality/Test Cycles

9/9/09SurgientEric Lotter

TopicDateCompany/AffiliationSpeaker

Nov 2009 Slide 6

Tonight’s Speaker…

Interactive Requirements ExerciseHowie Dow and Steve Rakitin

Requirements are the most important information a software project team needs. Developers and testers all depend on clear, unambiguous requirements to do their work. Yet, few projects have such requirements. Most requirements are written in English. Good requirements are hard to write because English is an inherently vague and ambiguous language and because we don’t train people in how to write good requirements using English. In this talk, we will review several graphical alternatives to English that are much less ambiguous. Small groups will work on a expressing requirements using different techniques so that we can see first hand the benefits of graphical techniques...

mah - rightsizing your projects down economy revb · 2019. 7. 28. · 1 nov 2009 logo design: sarah...

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