A lot of companies today wants to become “agile”. The $100.000.000 question is: How do you become agile?
18 Nov 2008 5 Comments
16 Sep 2008 Leave a comment
I recently had a post about technical debt, and Jelena made a very insightful comment that it was like elastic, plastic and fracture characteristics of materials like steel. I started to comment on the comment, but eventually I thought it deserved its own post. More
07 Sep 2008 1 Comment
in agile, continuous improvement, making money, organizations, retrospecitives, tdd Tags: acceptance test, continuous improvement, eliminate waste, integration test, retrospective, Scania, system test, testing, transparency
Yesterday I was visiting Scania when their R&D department had a family-day where they demonstrated what they are working with. Scania, for those of you who don’t know, is famous for making high quality trucks and buses. What struck me when we went from room to room and hall to hall was that wherever we went, there was an automated testing rig!
01 Sep 2008 Leave a comment
The other day I heard a person on my project say “Manual processes are risks”. Generally, if you do something that has a risk, you want to have a chance to gain something from taking the risk.
17 Aug 2008 Leave a comment
I have been in discussions about how far to refactor a lot of times. “Until duplication is removed”, is a common position, and sure, that is fine.
17 Aug 2008 2 Comments
Some people say things like “I wonder what will be the next hype after Agile?”.
I my opinion this illustrates a misconception about agile, that agile is static and absolute. This is simply not the case.
13 Aug 2008 Leave a comment
Today I was struck by the similarities between rewriting code (as opposed to refactoring it) and how many companies reorganize.
When I was a young programmer and the code I had written was a mess I thought that if I just got the chance to rewrite everything it would then work better. Out with the old, and start on a blank sheet.
12 Aug 2007 Leave a comment
As opposed to the light-year, which is a very long distance, there is also the notion of the beard-second, which is a very short distance. As the name implies, it is how long a straw of beard grows in one second. When you calculate the length of the beard-second (5 nm) it is amazing that anybody has beard (or hair) at all! Still, you see it every day. How is that possible!?
The not so surprising answer is: It accumulates over time.
When in a software project (or any project for that matter) the team always spend time on doing the same tasks over and over again, every day. I have always felt that it is good to cut down on build times, having fast computers etc, but I never calculated the gain from it.
The other day I asked myself “how much would we gain if everyone on the team gained one minute per day?”
There are approximately 200 working days in a year, and on my team we are approximately 10 people. If we gain one minute each per day, that is
200*10*1/60=33h20min (for one person)
Wow! That means that I can spend 33h on making a one team-minute improvement, and it will pay back in about a year!
If we gain half an hour that is
200*10*1/2 = 1000h
Then I started to measure in money. If the approximate hourly cost for one person is €100, every team-minute costs €3300. That is a lot of money. For a minute! Half a team-hour a day costs €100.000 per year.
If the machine park is aged, or the network is slow, add up all your team-minutes and present them with hard numbers to your boss. I’m not saying he or she will listen, but it will be much harder to reject such a proposition!
The plan could backfire and your coffee- and lunch breaks be revoked, but it might be worth the risk!