Re: Re: Responsibility

So said  Bill Walton  on  12/13/2002 --------------------

>Arien Malec wrote:
>>
>> --- Kent Beck <kent-hJ4WY/gWbur3XBa+dPFJ6Fr/[email protected]> wrote:
>> > There was a great article in HBR a couple of months ago about the
>> > effects of payment frequency on usage. Turns out that for any kind of
>> > subscription, folks use the service most right after they have paid.
>So,
>> > for example, and country club could reduce peak demand for tee times by
>> > charging annual fees and staggering the fees throughout the year.
>> >
>> > In the context of the below [partnership contracts for commercial
>> > software development], if I wanted more customer involvement, I
>> > would charge more often than quarterly. I've seen monthly and even
>> > bi-weekly billing work well.
>>
>> That would probably work with XP, where we actually have something to
>show
>> bi-weekly. I can see how monthly payments would work wonderfully and
>could
>be a
>> huge source of revenue for a commercial software development company. The
>goal
>> is to get the benefits both of commercial software (one product
>supporting
>> multiple companies, with resulting economies of scale) and custom
>software.
>>
>> Early in the product lifecycle, we want to show the customers that we can
>> rapidly reduce risk and demonstrate value. So we want payment tied to the
>> smallest significant visible demonstration we can get.
>>
>> Later, we want payment to be tied to creation of value. Again, the
>smallest,
>> tighest package we can deliver is probably best.
>
>This implies, I think, an EVMS (Earned Value Management System) approach,
>or
>something like it.  I wonder if XP practitioners, who don't, as I
>understand
>it, currently estimate the value of a feature but only the work it will
>take
>to implement it, would be willing to endorse this modification to XP's
>practices.  What do you think?

I think that the Customer, who has the expertise along this line, should absolutely do whatever they like to evaluate the *potential* business value of the project on which I am about to start work. My job is to *realize* as much of that potential business value as possible. I see the two issues as orthogonal and am happy to leave the determination of business value in the larger context to the Customer. Technical people make technical decisions; business people make business decisions.

In other words, I believe this issue to be orthogonal to XP.

This is a classic example of the difference between "I don't care" and "I don't mind". I wish more people would say "I don't mind" when that's what they really mean. "I don't care" implies disinterest, whereas "I don't mind" implies an ability to be happy with any choice.

You want to use EVMS to decide whether to start or continue a project? I don't mind.

J. B. Rainsberger,
President, Diaspar Software Services
Let's write software that people understand.
http://www.diasparsoftware.com/
telephone: +1 416 791-8603
All correspondence (c) 2002 Diaspar Software Services.
If you want to use it, just ask; don't steal.



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