You don’t need a bug tracking system


I see them all the time. Defect tracking systems with hundreds or thousands of defects. With a rising trend. Non-blocking defects end up in the defect tracker. “We’ll fix that later”, the team says. It is delayed work.

Every defect contributes to technical debt. Not paying off technical debt works like debt in a bank account. It will only increase and over time it becomes harder to add new features.

Pay off debt immediately. Fix defects immediately before implementing new features.
This practice will make you go fast and keep you going fast.

In your defect tracking systems you may discover:

  • Items nobody understands anymore.
  • Items with high severity levels that are aged.
  • Items that reflect cosmetic preferences.
  • Items that serve as reminders for developers.
  • Items that describe code that can be improved.
  • etc.

Clean the clutter:

  • Remove all items that nobody understands.
  • Remove all items that don’t have any real impact.
  • Remove all ‘critical/severe’ items that are aged or update their severity level.
  • Remove all items related to unsupported versions.
  • Remove reminders. If it is really important, it will come back again.
  • Remove all code improvement suggestions. These are mostly subjective anyway.
  • Plan for fixing real defects that have an impact and put them in your product backlog.

A software defect is an error, flaw, failure or fault that causes your software to produce an incorrect or unexpected result or cause it to behave in unintended ways. If an entry doesn’t fit this definition it does not deserve space in your defect tracker.

But maybe you don’t need a defect tracker at all. Features are not considered DONE when there are known defects. Fix known defects before releasing. Defects found after a release can be added to the product backlog and prioritized just like any other feature.

This approach also leads to delayed work, but allows a more enterpreneurial approach to defects. When a defect is regularly de-prioritized it can be removed from the product backlog. The product backlog also does not serve as a reminder list.

Sprint Demos can be a Scam


The idea is great. With proper User Stories and Acceptance Tests there should be no surprises during the Sprint Demo. The Product can be released to the User after a successful Sprint Demo.

Reality can be that after a successful Sprint Demo there are still several issues found in production. These issues can be related to usability, but also to real defects in the Product.

Sprint Demos can give a false sense of progress and only show that part of the System is working (the subset of features planned for the Sprint).

How is that possible when all the Sprint Demos went perfectly well? What are we missing here?

Do your Users find more issues in production than anyone expected?

There are two main issues I have seen with Sprint Demos:

  1. It is easy to show a demo that gives a false sense of progress when using mocking and stubbing. What we are demonstrating that bits and pieces seem to be working, but we are not really demonstrating an integrated system.
  2. Acceptance Tests have a different purpose than System Integration Tests.  Developer sometimes confuse these to be the same. Acceptance Tests cannot be used to prove proper System Integration.

The purpose of Acceptance Tests is proving to the User that a feature is present and working as expected. The purpose of System Integration Tests is proving to the Programmer that the System Components work together properly.

Joe Rainsberger has written about how Integrated Tests are a scam. These are not the same as Integration Tests. I recommend reading his blogs on the topic (see below).

Integrated Tests rely on the correct implementation of more than a single piece of nontrivial behavior of the System.

Integration Tests focus on checking integration points between subsystems, systems, or any other nontrivial client/supplier relationship.

Unless the Team writes proper micro-tests, it will be hard to pinpoint the root-cause of a failing Integrated Test. A combination of micro-tests and System Integration Tests are be able to find root-causes of system issues.

Here is some recommended reading. After reading I suggest thinking about what this means for how you write tests.

My recommendations:

  • Learn to write proper micro-tests
  • Learn to write contract tests and collaboration tests
  • Learn to write integration tests at integration points in your system
  • Unlearn writing integrated tests

Blindly following the mechanics of the Scrum framework does not guarantee that a Team develops a quality system.

Technical development and testing practices are needed to reap the benefits of Scrum and eliminate a false sense of progress and quality.

Refactoring = waste


When Kent Beck published his book on XP his message was clear. Refactor mercilessly.

Refactoring is a form of rework and in lean that is considered waste. So was Kent mistaken about this?

Is there any proof that refactoring and Evolutionary Design (ED) are better than Big Upfront Design (BUD)? Agilist seem to have a strong believe that BUD leads to more waste than ED. The cost of refactoring is considered lower than the cost of building the wrong system.

However, is there any proof to this or is it just beliefs and gut feelings? I have certainly seen absolute poor design coming from ED, but so have I seen this with BUD. The difference? BUD seems to deliver structured crap. ED seems to deliver unstructured spaghetti crap.

“Now hold on”, I hear you saying. That must mean they did not refactor! Maybe… The success of refactoring seems to depend on several things. Skill, experience, motivation, courage, discipline. Discipline is only easy when it has become a habit. As long as we need to think about it, it is doomed to fail. If we are still dependent on willpower, then there is a fair chance we won’t refactor when we know it is needed.

Don’t get me wrong. I much more like the ED way of working, but I am just not sure it can be considered a superior to BUD.

ED is allows earlier feedback. This makes it easier to adjust when you find out you are working in the wrong direction. ED allows responding to change, but this also has it’s limits. If the entire goal of the software system changes, it may mean the whole software must be changed.

Refactor mercilessly. Is that even a good idea? I have seen teams stranding and take forever to deliver the next feature, because they needed to refactor more. When you encounter such a situation, stop them? Refactoring is only allowed on code that is impacted by adding the next feature.

Meetings are toxic


Today’s office space is for many people not more than an interuption factory. When you ask people when they come in early or leave late, a common answer is that these early or late hours are the only hours they get some real work done.

Meetings are the word kind of all interruptions. I am also confronted with this challenge. I hate meetings. Especially the once that fall in the category of pure waste. Pure waste to me is when no customer is willing to pay for that time.

I am always looking for the goal of the meeting and what problem the meeting is supposed to solve. There can be one or more goals for a meeting, but if you need to have one it is best to stick to just a single goal to keep things simple.

Here are some problems I see with meeting:

  • They are regularly about abstract things instead of real things.
  • They typically convey a poor level of information. Either too low, too high or irrelevant.
  • They easily drift off-topic.
  • They either require too much prep-work that people don’t have time for.
  • They regularly have a too vague or no agenda at all. Nobody knows the real goal.
  • They include at least a single moron who gets too much time to waste everyone’s time.
  • The worst of all… they procreate. One meeting leads to another meeting that leads to another meeting etc.

Here are some objectives that may help you to focus and limit the time you spend in meetings.

  1. Information sharing – when the objective is to share specific information
  2. Problem solving – when the objective is to solve a specific problem
  3. Decision making – when the objective is to engage in meaningful dialogue in order to reach a decision
  4. Education – when the objective is to learn new things or acquire new skills
  5. Ideation – when the objective is to generate new ideas and develop new ways of thinking
  6. Network – when the objective is to share ideas or meet new people
  7. Produce – when the objective is to work together to develop a specific output
  8. Promote – when the objective is to introduce a new offering or promote a new message
  9. Celebrate – when the objective is to commemorate a milestone or accomplishment

Keep it short: 15 minutes or 30 minutes and no more. Any longer and you end up wasting time. Prepare to make meetings effective and efficient.

Why you are not a partner to your customer


At least once every month I hear a business person saying ‘We want to be seen as partners by our customers’. This seems an oxymoron to me. Here is why.

The relationships between partners vs. customers are different. Here are some definitions from a dictionary I want to express the differences.

Customer – a person who buys goods and services.

Partnership – a person who takes part in an undertaking with another. In a business with shared risk and profits.

Relation – the way in which two or more people are connected.

Does a chef want his customer to see him as a partner? Of course not. The relationship is transactional. Without financial transaction you won’t get food served.

In a healthy partnership between two people, either one of them might provide a similar service as the chef. The relationship is devotional. One may provide the service without expecting anything in return.

In a healthy marriage the partners promise to be true to one another in good times and in bad, in sickness and in health.

Why am I writing this? Well, next time when you think about saying you want your customers to see you as a partner, please think about the above.

Ask yourself: ‘Do I really want a partnership? Share risks, profits and losses in good times and in bad, in sickness and in health?’ or ‘Do I just want them to pay for my service without nagging about the price?’

One question to find out if your stand-up meeting is useful


The original objective of the scrum stand-up meeting is to assure that all team members make a commitment towards their peers. That means is that you will do as you say.

The idea that by saying what you will do in front of your peers is that you will feel more social pressure to actually do it.

The idea of standing up is that the meeting stays within 15 minutes. The assumption is that we don’t like to stand for much longer.

The scrum stand-up meeting is not a status update meeting.

There are three questions everyone is supposed to answer:

  1. What did I accomplish yesterday?
  2. What will I do today?
  3. What obstacles are impeding my progress?

This will create more transparency with what’s happening in the team, right? This is not necessarily true.

Add the following question after everyone has had their turn and find out if your stand-up meeting was a waste of time. Aks several team members.

What were the answers of team member X or Y to the three questions?

When several people can’t answer this question your stand-up meeting was a waste of time.

What can you do about this? Here are some suggestions to make it more effective:

  1. Focus on collaboration.
    1. Who needs to work or talk to who? Make sure they both agree to do so.
    2. When using a scrum or kanban board make sure that team members actually discuss stuff that is on the board. Stay sharp that people don’t wonder off doing other stuff. Is your board representing current reality? If not, inspect and adapt.
  2. Adapt the meeting structure (and length) to support what the team needs.
    1. Allow asking different questions or having some discussion.
    2. Allow for a different timing when needed to support alignment, collaboration and information sharing.
  3. Focus on agreements and decisions.
    1. Make sure the team aligns on goals and priorities and make agreements.
    2. Make sure the team calls on missed agreements.
    3. Make sure existing agreements can be re-negotiated.
  4. When a team is strong on collaboration, you may even make this meeting optional.
    1. Facilitate the meeting every day anyway.
    2. Make it everyone’s personal responsibility to decide to join or skip.
    3. All decisions made during the meeting are binding unless re-negotiated and agreed upon with those present.
  5. If you want to stick to the original scrum questions find out why people can’t answer the suggested additional question. You may have a team culture issue here.
    1. Did they not pay attention (this time)?
    2. Is the information provided to them not interesting enough? If so, why?
    3. Is there too much or too little information to make it useful?

Happy stand-up next meeting!

The simplest and most effective Definition of Done


The Definition of Done describes the criteria when a user story finished. It regularly is an intensive lists of criteria. An example could be:
  1. All code is checked in;
  2. All code has written tests;
  3. All tests are passing;
  4. Code review conducted and passed;
  5. Functional documentation updated, reviewed and approved;
  6. Design documentation updated, reviewed and approved;
  7. User documentation updated, reviewed and approved;
  8. QA check passed;
  9. etc.

I have not seen this work very well. Teams claim they are done, but the story is “done” somewhere in a staged system. Some work is left to deploy it to production. 

This type of list starts small and simple and grows over time. When the team misses something a new line is added.

When that line is not applicable for all user stories the team starts cheating. They need to make exceptions in order to ever finish a user story.

The efford needed to move user stories to production may vary and becomes part of the next iteration(s). Consequently, less time is available to build new features and the velocity becomes unpredictable.

Here is a simple and very effective Definition of Done that works much better. Are you ready for it?

The user story is deployed to production and can be used by the end-user.

Rockstar developers consider stuff like: all code is checked in; all tests are passing; etc. part of their de facto standard. Neither discussion nor a special list is needed for this. Specific attention points can be added to the acceptance criteria.

Use the above definition and you will be fine.

What is the difference between agile, scrum, xp and lean?


Agile development has been around since the mid-late 90s. It is a bit confusing for those new to it though. Agile, scrum, lean, xp … what else? How do they relate to each other? Are they the same or different things?

According to some agile refers to a way of thinking. According to others it is a collective noun for scrum, xp, lean, and other practices, frameworks and methodologies that are considered agile.

The confusion is not so strange. All the agile methodologies involve a different way of thinking about software development than most of us are familiar with.

Here is a short overview of the most well-known agile methodologies / frameworks.

  • XP – a collection of both technical and iterative planning practices, like Test Driven Design, refactoring, continuous integration, but also user stories, backlogs and iterations.Screen Shot 2014-07-22 at 21.02.49
  • Scrum – product management framework. Defines roles, artifacts and activities for product planning and delivery.
  • Lean – methods focussed on maximizing value for the customer and eliminating waste in the end-to-end delivery process.
  • Kanban – a single practice from Lean. A way to visualize the delivery pipeline and flow and bottlenecks.
  • DSDM – Dynamic Systems Development Method. An agile project delivery framework.
  • FDD – feature driven development. We don’t hear much about FDD these days.
  • Crystal – Alistair Cockburn’s version of agile development.

Scrum and Lean are currently most popular and both are often complimented with XP. They lack technical practices that properly support iterative and incremental development. It is strongly advisable to address both the non-technical and technical practices.

Additional practices that have come along the last few years are:

  • Continuous Deployment – end to end continuous delivery of new features, bug fixes and changes. Push button releases.
  • DevOps – the combination of technical practices to support continuous delivery with focus on intensified communication and integration of development and operations.

Do you really need that feature?


Do you really need that feature? Yes? Oh, because your competitor has it?
Ok, I get it. I have some questions for you to answer.

  • How many users of your competitor’s product are using that feature?
  • How often?
  • Do they like it?
  • How many bought the product because of that feature?
  • How many would not miss that feature?
  • How much money is your competitor making on that feature?
  • How many users of your compititor would switch to your product because of that feature?
  • What would happen if you did build that feature?

Think twice before you jump and demand yet another feature. Copying features can be a waste of money and hardly ever makes your product stand out in the market.

Just because your competitor has it, does not mean it’s a good idea have it too. You’ll enter price competition and your competitor has a head start. You may never earn back your investment.