Stop building a Shitload of products, you are killing your company

idreamoforganizations0awherepeopleareempowered0atodeliverproductsthat0amatterjoyfulorganisations0a28-defaultI took my first steps in technology over 20 years ago. If we exclude the year off I took in 2006 I have always been employed in many different companies and I can say with certainty that I worked on a “shitload of products” and I use that specific term with purpose, read on to find out.

During all these years, being somebody that loves learning, I ended up working as system analyst, developer, tester, business analyst, manager, leader, coach, change agent, plus some other short term hats.

If I exclude the last 6-7 years where I had the skills and the ability to influence decisions I can go back and say for sure that the products that were initially envisioned, before any customer feedback was used, can be called a shitload of useless stuff and one or two good ideas that resolve real customer problems.

Very often the product envisioned was very similar to the product that we delivered.

Am I saying that in my first 13 years I worked I mainly produced waste?

Pretty much YES.

Another thing I remember in those early years was that I was never in a team where we could say, oh thank god we are busy but it’s not too bad, we can do our work, go home and have a balanced life. Invariantly there was pressure. We need all this by that date, come on! Work faster!

To me, it always felt like we were told by Dilbert’s boss that if we shove some more paper in the printer it will print faster. Also, when we were not busy, then managers will fill our capacity with a new shitload of useless products created for the purpose to make people sweat, very often no thought on the customer whatsoever.

Am I saying that trying to deliver fixed scope, fixed date shitloads of products creates big problems to the workers that build them?

YES, not even the pretty much is needed this time.

Another thing that I have noticed through the years is that without exception, companies older than 3 years have already built a shitload of products that are now impeding their ability to respond to change and survive. We will call this “shitload of legacy systems”.

This specific shitload is used as the excuse for not being able to change, as if saying “yes sure, we can’t compete with the market and we will die soon, but it’s not our fault it’s the fault of the legacy system (that by the way we built)

Am I saying that the shitload of products are also causing the slow death of the companies that created it in the first place?

Yes

Next time you start a product, think twice before rewarding people for the delivery of all the scope, in time.

I have been helping organisations deliver products that matter to their customer as soon as possible, I am not in the business of delivering projects or shitloads of products.

I am researching new ways of demonstrating THE VALUE in MONEYof the “non built shitload of products and features”, if you are interested, let’s do this together.

 

 

Ultimate Guide to Reducing the Amount of Defects and other Waste in your Product

What’s a defect? I like this definition.

A defect is anything that threatens the value of the product.

Before we start, let’s agree that:

  1. we don’t want defects that threaten the value of our product
  2. we want to give our customers as much value as possible at all times.

If you don’t agree with 1 and 2 then, don’t waste your time and stop reading now.

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Software defects aka Bugs

Testers are normally associated with finding defects. Some testers get very protective with the defects they find and some developers can be very defensive about the defects they wrote. Customers don’t like defects, developers don’t like defects, product managers don’t like defects, let’s be honest, nobody likes defects besides some testers.

Why would that be? The reason is that the focus of a lot of testers is on detecting defects, and that’s what they get paid for in a lot of organisations. If you are a tester and love your defects, you might find this article disturbing, if you decide to proceed, do so at your own peril.

 

Defects are waste

Let’s be clear from the start: defects are waste. Waste of time in designing defective products, waste of time in coding defective routines, waste of time in detecting them, waste of time in fixing them, waste of time in re-checking them. Even writing this sentence took a good while, now think how much time it takes you to produce, detect, fix, recheck defects.

Our industry has developed a defect coping mechanism that we call defect management. It is based on a workflow of detecting => fixing => retesting. Throughout the years it has become best practice (sic) to have defect management tools and to log and track defects. Defect management approaches are generally cumbersome, slow, costly and tend to annoy people no matter whether you are a tester that gets his defect rejected, you are a developer that gets a by design feature flagged as defect, or a product manager that needs to spend time prioritising, charting and trending waste.

Another dangerous characteristic of defects is that they can be easily counted and you will always find a pointy haired manager that decides he is going to shed light on the health of his product and on the efficiency of his team by counting and drawing colorful waste charts.

But, if we agree that defects are waste, why are we logging and tracking waste, creating waste charts seems even more ridiculous, wouldn’t it be easier to try to prevent them?

Oh, if only we could write the right thing first and reduce the number of defects we produce! I say we can, be patient and read on.

Software development teams have found many ways of being creative playing with defects, see some examples below.

Example 1: Reward waste

Reward for the wrong reason
Reward for the wrong reason

Some years back I was working on a business critical project in one of 5 scrum teams . Let me clarify first, that our scrum implementation was at best poor, we didn’t release every sprint and our definition of done was questionable.

Close to an important release, we found ourselves in a situation where we needed to fix a lot of defects before going into production. We had 2 weeks and our teams had collectively around 100 defects to go through. Our CTO was very supportive of the defect killing initiative and he was eager to deliver with zero defects. He put in place a plan that included free food all day and night and some pampering for the developers that needed to focus 100% on defect resolution. Then he decided to give a prize to the team that would fix the highest amount of defects.

I remember feeling frightened of the possible future consequences of this reward. I spoke to the CTO and told him that I would have liked more a prize for the team that produced the lowest amount of defects rather than the one that fixed the most. Our CTO was a smart guy and understood the value proposition of my objection, he changed his approach and spoke to the teams on how not introducing defects in the first place is much more efficient than fixing them after they have been coded. Soon after the release, we started applying an approach that focussed on preventing defects rather than fixating on detection. We never had the problem of fixing 100 bugs in 2 weeks again.

A typical defect prioritization meeting
A typical defect prioritization meeting

Example 2: Defects metrics

In my previous waterfall life, I remember when management introduced a performance metric directly linked to defects. Testers were to be judged on the Defect Detection Index calculated as (Number of Defects detected during testing / Total number of Defects detected including production)*100. An index lower than 90 would mean nobody in the test team would get a bonus. Developers were individually judged on the number of defects found in their code by the testers and business analysts were individually judged on the number of defects found by the testers in their requirements.

Welcome to the battlefield!

The bug prioritisation meetings were battles where development managers argued any bug was a missed requirement, product managers argued that every bug was a coding error or a tester misunderstanding and the test lead (me) was simply shouted at and criticised for allowing his testers to go beyond the requirements and make use of their intellectual functions outside a scripted validation routine.

Going to that meeting was a nightmare, people completely forgot about our customers and simply wanted to get their metrics right. The amount of time we wasted arguing and defending our bonuses was astonishing. Our customers were normally unhappy because instead of focusing on value delivery we focussed on playing with defects, what a bunch of losers we were!

Our customers were very unhappy.

Example 3: Defects as non-conformance to requirements

Let the nitpicking season start
Let the nitpicking season start

In the same environment as Example 2, testers, in order to keep their Defect Detection Index high used to raise large amounts of minor or non-significant “defects” that were in reality non-conformance to requirements. Funnily enough such non-conformances  were generally improvements.

 

Testers didn’t care if they were requirements, code defects or even improvements, to them they were money, so they opened them. Improvements were filed as defects as they were in non-conformance to requirements. In most of the cases, these were considered to be low severity and hence low priority defects to make the testers happy and had to be filed, reviewed, prioritised and used in trends, metrics and other useless calculations.

This activity could easily take 30% of the tester time. Such defects would not only take testers’s time, but would also affect developers, product managers, business analysts and eventually clutter the defect management tool.

Waste that creates waste, exponentially, how wonderful.

A colourful dump
A colourful dump

 Example 4: Defect charts, trends and other utter nonsense

Every week I had to prepare defect charts for management. These were extracted from our monstrous defect management tool and presented in brightly coloured useless charts. My manager got so excited at the prospect of producing useless information that she started a pet project to create charts that were more colourful than the ones I presented. She used 2 developers for 6 weeks to create this thing that was meant to wow the senior executives.

In the process of defining the requirements for wowing the big guys, she introduced a few new even more useless charts and consolidated it into an aggregating dashboard. She called it the product quality health dashboard, I secretly called it the dump.

Nobody gave a damn about the dashboard, nobody used the numbers for any reason, nobody cared that they could configure it, but my boss was extremely proud of it. A legend says that she got a big raise because of it. If you play with rubbish, then you will start measuring rubbish and eventually you will end up doing data analysis and showing a consolidated view of the rubbish you store in your code.

How can we avoid this?

1. Focus on defect prevention

Many development teams focus on delivering features fast with little consideration for defect prevention. The theory is that testers (whose time is sometimes less expensive than developers) will find the defects that will be fixed later. This approach represents a false economy; rework disrupts developers activities and harms the flow of value being delivered. There are many approaches available to development teams to reduce the amount of rework needed.

Do you want to prevent defects? You can try any combination of the below:

  1. With BDD/ATDD/Specification By Example or other test first approach, delivery teams test product owners assumptions through conversations and are more likely to produce the right feature the first time.
  2. The ability to have fast feedback loops also allows for early removal of defects, automated unit and integration tests can help developers quickly identify potential issues and remove them before they get embedded into a feature.
  3. Tight collaboration between business and delivery teams helps teams be aligned with their real business goal and reduce the amount of unnecessary features. This means less code and as a consequence less defects. Because, your best piece of code is the one you won’t have to write.
  4. Reducing complexity is very powerful in preventing defects, if we are able to break down a complex problem in many simple problems we are likely to reduce the amount of defects we introduce. Simple problems have simple solutions and simple solutions have less defects than complex ones.
  5. Good coding standards like for example limiting the length of a method to a low number of lines, setting limits on cyclomatic complexity, applying good naming conventions to help readability also have a positive impact on the number of defects produced
  6. Code reviews and pair programming greatly help reduce defects
  7. Refactoring at all times also reduces defects in the long run

Moral of the story: If you don’t write defects, you will not have to fix them.

2. Fix defects immediately and burn defect management tools

If like me years back, you are getting tired of filing, categorising, discussing, reporting, ordering defects I have a very quick solution. Fix the defects as soon as you find them.

It is normal for a developer to fix a defect he finds in the code he is writing as soon as he finds it without having to log it, but as soon as the defect is found by a different individual (a tester for example) then apparently we need to start a strict logging process. Why? No idea really. People sometimes say: “if you don’t do root cause analysis you don’t know what you are doing, hence you need to file the defects”, but in reality nobody stops you from doing root cause analysis when you find the defect if you really want.

What I am suggesting is that whoever finds a bug walks to a developer responsible for the code and has a conversation. The consequence of that conversation (that in some cases can involve also a product owner) should be let’s fix it now or let’s forget about it forever.

Fixing it now, means normally that the developer is fresh on the specific code that needs to be fixed, surely fresher than in 4 weeks, when he won’t even remember he ever wrote that code. Fixing it now means that the issue is gone and we don’t have to worry about it any longer, our customer will be thankful.

Forgetting about it forever means that it is not an issue worth fixing, probably it doesn’t threaten the value of the project and the customer won’t care if we don’t fix it. Forgetting about it forever also means that we won’t carry a stinky dead fish in a defect management tool. We won’t have to waste time re-discussing the same dead fish forever in the future and our customers are happy we are not wasting time but working on new features. If you decide to fix it, I’d also recommend you write an automatic test for it, this will make sure that if the issue happens again you’ll know straight away.

I have encountered huge scepticism when suggesting to burn defect management tools and fix just in time. Only very few seem to think this is possible. As a matter of fact all my teams were able to do this for the last 6 years and nobody ever said, “I miss Jira and the beautiful bug charts”.

Obviously this approach is better suited for co located development teams, I haven’t tried it yet with a geographically distributed team, I suggest you give it a try and let me know how it goes.

Playing with defects waste index:

defects

Epidemic: 90% – The only places that don’t file and manage defects I have ever encountered are the places where I have worked and have changed the process. In the last couple of years, I have heard of two other places where they do something similar but that’s just about it. The world seems to have a great time in wasting money filing, categorising, reporting, trending waste.

Damaging: 100% – Using defects for people appraisal is one of the worst practices I have ever experienced in my long career, the damage can be immense. The customer becomes irrelevant and people focus on gaming the system to their benefit. Logging and managing defects is extremely wasteful as well, it requires time, energy and can among other things, endanger relationships between testers and developers. Trending and deducting release dates from defect density is plain idiotic, when with a little attention to defect prevention defects would be so rare that trends would not exist.

Resistant: 90% – I had to leave one company because I dared doubt the defect management gospel and like an heretic I was virtually burned at the stake. In the second company I tried to remove defect management tools I was successful after 2 years of trying, quite resistant. The third one is the one where people were happy to experiment and as soon as they saw how much waste we were removing it quickly became the new rule. I have had numerous discussions with people on the subject and the general position is that defect management must be done through a tool and following a rigid process.

Because “that’s the way we do things here!”

Recommended Reading

Lean Software development – An Agile Toolkit (Mary and Tom Poppendieck)

https://mysoftwarequality.wordpress.com/2015/05/06/little-tim-and-the-messy-house/

https://mysoftwarequality.wordpress.com/2013/09/10/how-i-stopped-logging-bugs-and-started-living-happy/

This is a reviewed and improved version of an article I first wrote in 2015 (old version here)

The art of doing 1/15th of the work and getting earlier business outcomes

imagesIf you are an agile practitioner you are likely to have read the book “Scrum – The art of doing Twice the Work in Half the Time” from Jeff Sutherland. I am a fan of Jeff and I believe that what he has done for software development in the last 20 years is great.

I do have issues with the book’s title though.

That title is what makes people think that being agile means being able to go fast and deliver more stuff.

Is this what real agility is?  Let me tell you a story.

At a client of mine a couple of years ago, I was asked to coach a product team and help them with a new product they were starting to work on. I was excited about it and asked the product owner to meet for a coffee and initial chat.

He kindly agreed and told me: “before we meet, have a look at our requirements document so you will know what the topic is”. He also told me that a high level estimation had been done and that the product would take from 6 to 8 months based on one agile team and that there would be licensing costs associated with an automated scanning system we had to acquire.

Attached to the mail there was a document of about 50 pages with detailed workflows, low fidelity prototypes of the screens and quite a lot of explaining text. I skimmed through it looking for a description of the problem that the product was meant to resolve, but couldn’t find it.

I read and reread the document and I couldn’t find the original problem that the product had to resolve, it was not there.

When I met the product owner, after agreeing the weather was miserable (that’s how we start any conversation in Dublin regardless of the season) he started describing his solution. I let him explain to me the beautiful features to build and the amazing technologies we were going to use.

When he was finished, I asked him: Why are we building this?

The initial reaction (completely normal) was a defensive stand for his solution. When I probed more, it was clear that after having worked for so long on the product on his own he had forgotten the nature of the initial problem that triggered the decision to build this product.

Using the 5 WHYs technique, in about 10 minutes, we eventually got to the initial problem that we needed to resolve.

At this point the conversation became different.

I asked what he thought were the features we should prioritise to resolve the problem so that the customer could have something earlier than in 6-8 months. That triggered the interest in the PO that identified 5 features (about 30% of the total described in the document).

I then took each feature and asked him if it was necessary to resolve the problem we just identified. After another 10 minutes we agreed that 1 single feature, that accounted for about 1/15th of the initial solution, would resolve the customers problem. To avoid making the PO feel bad about having done so much unnecessary work, I told him that we would build the other features incrementally, and that it was a great success that he had identified a single feature that would be useful for the customer almost immediately.

We then agreed to identify outcomes of success for the full product and start measuring immediately as soon as we released the first feature.

These read something like:

“We will know we have succeeded when 30% of customers do X instead of Y” or

“We will know we have succeeded when we will have 40% less support calls related to problem X”

et cetera. I made sure the business outcomes were related to the initial problem, not any product.

What ended up happening is that we built the first feature in 2 weeks (opposed to 6-8 months) and the measurements told us that we had reached what we wanted already.earlierbusinessoutcomes

We never built the other 14 features, we stopped because the business outcomes we had set were reached.

And yes, you guessed, we didn’t have to buy the licenses for the automatic scanning system either.

As a coach, my mission in organisations is to guide teams and navigate problems, maximising value with minimum work. This is always welcome when meeting CTOs or CIOs because – most of the time – less work means lower costs and earlier delivery.

We did 1/15th of the work and got business outcomes earlier, a big improvement IMHO from “doing Twice the Work in Half the Time”, what do you think?

Little Tim and the messy house

The messy kitchen
The messy kitchen

A cute little boy, Tim, lives in a messy house.

In the morning Tim’s mum, Tina, spends an hour looking for rubbish in the house, when she finds some, she writes a note on a piece of paper where she describes the steps that she followed when she found it, and sticks the note in one of 5 different drawers. Each drawer is labelled “Severity 1”,  “Severity 2” and so on down to “Severity 5”.

Tina and Tim’s uncle Bob, meet every evening to discuss the daily findings and after arguing for a good while they agree on how to file the notes written during the day into 5 folders with labels “Priority 1”, “Priority 2” and so on up to “Priority 5”.

Tim’s father, Oleg, every morning picks the folder with label “Priority 1” reads the notes Tina wrote, follows the steps, finds the rubbish and throws it in the bin. He then writes an extra note on the piece of paper saying that he has thrown the rubbish in the bin. If the Priority 1 folder is empty, Oleg picks the Priority 2 folder and follows the same process. Some times Oleg cannot find Tina’s rubbish even when following her written steps, in this case he adds a note saying “there is no rubbish there!”. Sometimes Tina takes it personally and Oleg sleeps in the spare room. Oleg barely ever opens the folders with Priority 3 to 5. Such folders are bursting with new and old notes from many years back.

Tina spends an hour a day rechecking the Priority folders to see if her husband has added his notes. When she finds one, she will follow her own steps to make sure that Oleg has removed the rubbish from where it was as he said he did. If he did it, she will shred the original note, if the rubbish is still there she will add a note at the bottom saying, “the rubbish is still there, please go and pick it up!”. She will spend some more time adding some extra information on how to find the piece of rubbish. Sometimes, while she is tracking some old rubbish she finds some new, in this case she creates another note and adds it to a drawer.

Each piece of rubbish was filed neatly
For each piece of rubbish, a report was filed neatly

From time to time uncle Bob calls around asking for rubbish reports and rubbish removal trends. In these occasions Tina and Oleg spend the night up counting and recounting, moving sorting and drawing before they send a detailed rubbish status report.

Strangely enough, no matter how hard Tina and Oleg work at identifying, filing, removing, reporting and trending rubbish, the house is always full of shit and uncle Bob is always angry. Tim’s parents are obsessed in finding new rubbish but they don’t pay much attention to family members dropping chewing gums on the floor, fish and chips wrapping paper in the socks drawer, beer cans in the washing machine and so on. After all Tina will find the rubbish and following their fool proof process they will remove it!

One day Tim calls her parents and Uncle and sits them down for a chat. He suggests to stop throwing rubbish on the floor and messing up the house so that they can reduce the amount of time spent finding, removing filing and trending the rubbish. He also suggests to get rid of the folders labelled Priority 3, 4 and 5 as nobody has done any work on them and after all the existence of a minuscule speck of dust on the bathroom floor is not going to make their life uncomfortable. He also suggests that Tina calls Oleg as soon as she finds some rubbish so that he can remove it straight away, without the need for adding notes.

Uncle Bob tells Tim that what he says is nonsense, because the family are following a best practice approach for rubbish management and in agreement with Tina and Oleg locks him up in a mental facility.

Everybody lived unhappy ever after.

Have I eventually gone bonkers and started talking nonsense?

No, I haven’t suddenly gone crazy. I am Tim and I want to change the world.