Re: XP, Requirements & Selling Organizational Change

--- In [email protected], "Bill Walton" 
<[email protected]> wrote:

Thank you.  That's very useful information.  I'll be sure to post my 
progress to this group. 

David 

> In addition to Glen's excellent advice,  I'd suggest you know even 
more
> about how the Sales group operates and is compensated before 
opening the
> conversation with them.  Glen has implemented XP within an envelope 
that
> still utilizes the up-front requirements definition process.  This 
may not
> be pure XP, but it delivers many of the benefits and opens the door 
to more
> change in the future.  Hope you'll keep us posted on your progress!
> 
>  Best regards,
> Bill
> 
> 
> Glen B. Alleman wrote:
> 
> 
> > Dave, just some short comments ...
> >
> > > -----Original Message-----
> > > From: davehane
> > >
> > > --- 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.
> >
> > [>] I'd suggest some type of assessment of what the problem is 
before
> jumping into the solution. XP provides many solutions to specific 
types of
> problems, but not all problems. Here are some problems types:
> >
> > (1) Skill sets - do the developers have the skills to produce 
high quality
> code.
> > (2) Development environment - is there sufficient understanding 
of the
> core coding practices - CM, testing, core design processes, core 
team work
> processes, for building code.
> > (3) Product life cycle - is this a high rate of requirements 
change
> environment - good for XP. How are requirements (for the service)
> articulated? Are there resources for the core XP processes - 
dedicated
> customer, feedback cycles, etc.?
> >
> > > > (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.
> >
> > [>] It'd be good to know which one? RUP? Home grown?
> >
> > > > (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.
> >
> > [>] as the public speaking classes advise - known your audience.
> >
> > > 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.
> >
> > [>] Why XP? Why not Scrum? DSDM? RUP?
> >
> > > Does this help?
> > >
> > > > Glen B. Alleman
> >
> >
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> >
> >
> >
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http://docs.yahoo.com/info/terms/
> >
> >
> >


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