the victim trap - carnegie mellon university · the need for skill to resist unrealistic...
TRANSCRIPT
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Sponsored by the U.S. Department of Defense © 2007 by Carnegie Mellon University
The Victim Trap
The TSP Symposium
September 23, 2008
page 1
September 23, 2008
Watts S. Humphrey andThe Software Engineering InstituteCarnegie Mellon University
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A War Story - 1
The team had 9 software and 4 hardware engineers.
They were charged with building a new hardware-software system.
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hardware-software system.
This was to be a new communications line testing device.
Management told the team the product was critically needed in 9 months.
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A War Story - 2
Developing the prior product had taken two years.
Would this be another crisis project?• late
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• late• over cost• months of testing• lots of defects
Or could the team somehow succeed?
The key question: Will this team fall into the victim trap?
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Agenda
Being a Victim
The Nature of Software Work
Breaking from the Victim Trap
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Breaking from the Victim Trap• Attitude• Skill• Courage• Credibility
Conclusions
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Being a Victim
Ask developers why their projects are troubled, and you will typically get several reasons.• Changing requirements• Overly aggressive schedules• Management pressure
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• Management pressure• Inadequate resources
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Victim Talk These answers are different ways of saying
• It wasn’t my fault.• They did it to me.• Isn’t life awful?
This is victim talk.
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This is victim talk.
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The Causes of Victimhood
Victims feel powerless to change the situation.
Software developers typically feel that
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that• they work to dictated schedules• their processes are imposed• somebody else controls the
requirements• their assignments can change
without warning
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What Makes Victims
People act like victims for two reasons.• They are powerless.• Someone has actual or perceived power over them.
Software people feel like victims because of the nature of
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their work.
This is the way software work has always been managed.
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The Nature of Software Work
Software work is challenging.• Every project has changing requirements.• Schedules are always aggressive.• Management’s job is to exert pressure.• Resources are always tight.
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This is the way the software world has always been.
And it is the way it always will be – unless we change it.
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Successful Engineers
But engineers in other fields are not victims.
How come?
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Truly successful engineers are optimists.• They are convinced the
job can be done.• They can think of
thousands of alternate things to try.
• They never give up.
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The Nature of Engineering
Other developers build new and advanced products.
Their work also involves • exploring the unknown• overcoming obstacles
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• being creative and resourceful
But they also do quality work for predictable costs and on committed schedules.
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Software Differs from Hardware
Software and hardware work both involve design.
The big difference is implementation.
Manufacturing represents most of the hardware costs.
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For software, manufacturing costs are generally small.
The manufacturing discipline shows hardware engineers how to avoid the victim trap.
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Breaking from the Victim Trap
The way to break out of the victim trap is to assert yourself.
While this may sound easy, it is not.
There are four things you must have.
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• The right attitude• The proper skills • Courage • Credibility
Only then can you assert yourself.
And if you don’t assert yourself, you will remain a victim.
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The Importance of Attitude
Winners generally win.
Victims feel like losers.
Losers usually lose.
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Losers usually lose.
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The Desired Attitude
For developers to consistently win, they must act like winners.
To act like winners, they must• be confident that they can win
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• be confident that they can win• believe that success is up to
them• feel in control of the outcome• feel personally responsible for
the outcome
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Changing Attitudes
To act like a winner, you must feel like a winner.
But to feel like a winner, you must be a winner.
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must be a winner.
Software teams usually lose.
Cheerleading alone will not make winners.
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Being a Winner
To be a winner, you must meet your commitments.
To meet your commitments, you must• resist unrealistic commitments• negotiate realistic commitments
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This takes skill, courage, and credibility.
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The Need for Skill
To resist unrealistic commitments, developers must• recognize unrealistic commitments• be able to make realistic plans
To recognize that a commitment is unrealistic, developers must
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must• understand that all unplanned commitments are
unrealistic• insist on making a plan before agreeing to any
commitment
To do this, they must• know how to make estimates and plans• have the data to make accurate estimates
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What Next?
We must have a winner’s attitude.
We must also have planning skills.
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But it takes courage to negotiate with management.
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Building Courage
There are three parts to building courage.
First, you must know what you are talking about.
Second, you must have self confidence.
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Third, you need the support of allies.
The PSP training and TSP launch provide all three.
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A TSP Industrial Project
The project was to develop communications test equipment.
Plan Actual
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Size - KLOC 110Effort - hours 16,000 Schedule - weeks 77Defects per KLOCIntegration and system test 1.1 Field trial 0.0Customer use 0.0
89.914,711
71
0.60.020.0
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Building Team Capability
Everyone on the team must have skills, knowledge, and self-confidence.
Why everyone?
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Suppose only one person on the team had the needed skills and knowledge.• No one else would have self confidence.• The team’s ability to negotiate a realistic commitment
would depend on one person.
That is the problem with most software teams.
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Needed Knowledge and Skills
Basic knowledge• What plans are• Why plans are important• The importance of data in
planning
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The skills• How to gather data• How to estimate with data• How to build plans from
estimates
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Self-Confidence
The second critical step is building self-confidence.
To build their self-confidence, teams must• know what management wants• know how to meet that need
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• have a plan for the work• have confidence in the plan
The team members must also have trust.• In the entire team• In management
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Getting Allies
The third critical need is for allies.
Allies are important for two reasons.• Safety in numbers• Team commitment
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TSP teambuilding provides allies.• A sense of belonging• The support of coworkers• A disciplined environment• A common commitment to team goals
Then it is not just the team leader’s plan, it is the team’s.
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TSP Teambuilding
To build teams, groups must work under pressure to accomplish risky and challenging tasks.
The TSP launch task is to build the team’s plan.
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The risk is not meeting management’s needs.
Everyone has the knowledge and skill to do the work.
The result is a cohesive group and a detailed and accurate plan.
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The Final Step
We have discussed• the winners attitude• planning skills• the courage to resist unrealistic commitments
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What about credibility?
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Credibility
TSP teams get credibility by• making detailed plans• standing behind these plans• committing to meet their goals• being cohesive and committed
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Management is impressed by the team’s plan.
But the team’s attitude and self-confidence are most convincing.
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Conclusions
The TSP enables developers and their teams to break out of the victim trap.
Initially, TSP teams have credibility because they have produced detailed plans.
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produced detailed plans.
To retain this credibility, these teams must consistently meet their commitments.
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For More InformationVisit the PSP or TSP web sites
http://www.sei.cmu.edu/psp/http://www.sei.cmu.edu/tsp/
Contact a PSP transition partner http://www.sei.cmu.edu/collaborating/partners/trans.part.psp.html
Contact SEI customer relations
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Contact SEI customer relations Software Engineering Institute, Carnegie Mellon UniversityPittsburgh, PA 15213-3890Phone, voice mail, and on-demand FAX: 412/268-5800E-mail: [email protected]
See the bookWinning With Software: an Executive Strategy, by Watts Humphrey, Addison-Wesley, 2002