Re: XP, Requirements & Selling Organizational Change

--- In [email protected], "Alleman, Glen B." 
<[email protected]> wrote:

> (1) What is the felt need for moving from where ever you are now to 
XP?

Need?  Who said anything about need?  :^)  

Ok, I'm consulting for this client as a QA person on one particular 
implementation though I've had my share of development experience 
(all in traditional SDLC projects).  

Since I'm really a mole, I've been able to observe their processes 
from a distance.  The term "death march" is apropos.  I've seen poor 
quality software, 72 hour work weeks, budget overruns and some 
unhappy employees.  

All in all I view this as an "opportunity" to help a client adopt a 
process that will allow them to create higher quality software in 
less time with fewer resources - and won't wreak havoc on the people 
doing so.  Eventually I also see the client as being able to take 
advantage of "better process" in their outbound marketing.  

> (2) What is the level of maturity of the current processes? E.g. 
are there processes in place or is this an ad hoc development org?

They have a formal development methodology, though being on the QA 
side I am one step removed from the particulars.  

> (3) Are the practices of XP "understood" to any extent by the 
management? E.g. do they have a clue about the concept of process 
improvement and the issues associated with improving software 
development processes?

I don't know what their understanding of is of XP or any other Agile 
methodology, nor do I have a good feeling (yet) for their 
understanding of process improvement work.  As far as improving 
software development processes go, that's an interesting question.  
The new CTO has 
identified that they continously re-invent the wheel.  He is 
attempting to build a common framework on which they can begin to 
base future applications.  That fact coupled with my pressing the ASD 
issue helped me win a dinner meeting with him next week. 

The CTO has a development background.  Plus I called on him in a 
former life.  So that's why I said that I felt confident about 
selling ASD to him.  

Culturally the company doesn't see itself in the software development 
business.  They only see themselves as a purveyor of a service.  The 
fact that they build custom software for each program they sell seems 
to be something of a curiousity, as in "why wouldn't we do it that 
way?"  This is what makes me nervous about introducing something 
new.  

> (4) What is it about XP that attracted you to start there?

Not sure that I understand this question.  If you mean why do I think 
XP is of value to them, it's because of the end product -- higher 
quality software that does what is needed (or has the most business 
value), etc.  

Does this help?  

> Glen B. Alleman
> VP, Program Management
> Information Technology
> CH2M HILL
> Rocky Flats Environmental Technology Site
> 10808 Highway 93 (MV B-72)
> Golden, Colorado 80403-8200
> Office: 303.966.5865  Nextel: 303.994.0874 
> [email protected] 
>  
> 
> > -----Original Message-----
> > From: davehane [mailto:[email protected]]
> > Sent: Wednesday, April 16, 2003 2:50 PM
> > To: [email protected]
> > Subject: [XC] XP, Requirements & Selling Organizational Change
> > 
> > > A discussion of the cultural, organizational, and business model
> > implications, challenges, and solutions surrounding the
> > implementation of eXtreme Programming.
> > 
> > In attempting to sell XP to a prospective client, I face two 
cultural
> > challenges.  Firstly development management needs to buy into the
> > idea and stand behind a pilot XP implementation.  Secondly I 
perceive
> > the need to sell the client's sales management because the systems
> > developed by the client are always the result of work sold to
> > external customers.
> > 
> > While I believe that I can successfully sell XP to development on 
the
> > basis of it being a superior engineering approach, I am less sure
> > about how to approach sales management.
> > 
> > My client is used to collaborating with its customers to produce 
200
> > page requirements documents from which it begins its development.
> > Obviously XP will change that paradigm.  I am interested in 
hearing
> > how others might approach this second challenge.
> > 
> > Thank you.
> > 
> > 
> > David J. Hane
> > President
> > Trenchant Systems LLC
> > 3365 Shavers Lake Road
> > Deephaven, MN 55391
> > 612.812.9199
> > dhane-/[email protected]
> > 
> > 
> > 
> > 
> > To unsubscribe from this group, send an email to:
> > extremecustomering-unsubscribe-hHKSG33TihhbjbujkaE4pw@public.gmane.org
> > 
> > 
> > 
> > Your use of Yahoo! Groups is subject to 
http://docs.yahoo.com/info/terms/
> >


------------------------ Yahoo! Groups Sponsor ---------------------~-->
Get 128 Bit SSL Encryption!
http://us.click.yahoo.com/xaxhjB/hdqFAA/VygGAA/NhFolB/TM
---------------------------------------------------------------------~->

To unsubscribe from this group, send an email to:
extremecustomering-unsubscribe-hHKSG33TihhbjbujkaE4pw@public.gmane.org

 

Your use of Yahoo! Groups is subject to http://docs.yahoo.com/info/terms/