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Posts Tagged ‘Tom Gilb’

Gilbitecture

April 15, 2014 2 comments

Plucked from his deliciously titled “Real Architecture: Engineering or Pompous Bullshit?” slide deck, I give you Tom Gilb‘s personal principles of software architecture engineering:

Gilbertecture

Tom’s proactive approach seems like a far cry from the reactive approaches of the “emergent architecture” and TDA (Test Driven Architecture) communities, doesn’t it?

OMG! Tom’s list actually uses the words “engineering” and “the architect“. Maybe that’s why I have always appreciated his work so much. 🙂

Daunting Challenges

April 13, 2014 Leave a comment

Fresh from Tom Gilb’s “Advanced Agile Practices” presentation, I give you Dave Rico’s 14 pitfalls of agile methods:

Agile Pitfalls

If you look closely at the list, the entries don’t just apply to attempts at agilization. They are daunting challenges for any aspiring corpo change agent who wishes to make a sweeping change to “the way we develop products“.

Daunting Challenges

The Wevo Approach

February 11, 2011 Leave a comment

The figure below shows an example of a one-size-fits-all, waterfall schedule template that’s prevalent at many old school software companies. It sure looks nice, squeaky clean, and controllable, but as everyone knows, it’s always wrong. Out of fear or apathy, almost no one speaks out against this “best practice“, but those who do are quickly slapped down by the anointed controllers and meta-controllers of the project.

A more insidious, micro-grained, version of this waterboarding fiasco is shown below. It’s a self-medicating attempt to amplify the illusion of control that’s envisioned to take place throughout the execution of the project. Since schedules are concocted before an architecture or design has been reasonably sketched out and no one can possibly know up front what all the micro tasks are, let alone how long they’ll take (unless the project is to dig ditches), it’s monstrously wrong too. But shush, don’t say a word.

Once a monstrosity like this is baked into a huge Microsoft Project file or company proprietary scheduling document, those who conjured up the camouflage auto-become loathe to modify it, even as the situation dynamically changes during the death march. Once the project starts churning, new unforeseen “popup” tasks emerge and some pre-planned micro-tasks become obsolete. These events disconnect the schedule from reality quicker than you can say “WTF?“.

Moving on to a sunnier disposition, the template below shows a more “sane“, but not infallible, method of scheduling. It’s a model of the incremental “evo” strategy that I first stumbled upon from Tom Gilb – a bazillion years before the agile movement rose to prominence. In the evo(lutionary) approach, stable working software becomes visible early with each RDCT cycle and it grows and matures as the messy (it’s always messy) project lurches forward.

The figure below shows a tweaked version of the evo model. It’s a hybrid concoction of the waterboard and evolutionary development approaches – the “wevo“. Some upfront requirements and architecture exploration/definition/specification is performed by the elected team technical leaders before staffing up for the battle against the possibility of building a BBoM. The purpose of the upfront requirements and architecture efforts are to address major cross-cutting concerns and establish contextual boundaries – before letting the dogs loose.

Of course, the wevo approach is not enough. Another necessary but insufficient requirement is that the team leaders dive into the muck with the “coders” after the cross-cutting requirements and architecture definition activities have produced a stable, understandable blueprint. No jargon spewing software “rocketects” or “pure” software project leads allowed – everyone gets dirty – and for the duration.

Quantification Of The Qualitative

October 24, 2010 6 comments

Because he bucked the waterfall herd and advocated “agile” software development processes before the agile movement got started, I really like Tom Gilb. Via a recent Gilb tweet, I downloaded and read the notes from his “What’s Wrong With Requirements” keynote speech at the 2nd International Workshop on Requirements Analysis. My interpretation of his major point is that the lack of quantification of software qualities (you know, the “ilities”) is the major cause of requirements screwups, cost overruns, and schedule failures.

Here are some snippets from his notes that resonated with me (and hopefully you too):

  1. Far too much attention is paid to what the system must do (function) and far too little attention to how well it should do it (qualities) – in spite of the fact that quality improvements tend to be the major drivers for new projects.
  2. There is far too little systematic work and specification about the related levels of requirements. If you look at some methods and processes, all requirements are ‘at the same level’. We need to clearly document the level and the relationships between requirements.
  3. The problem is not that managers and software people cannot and do not quantify. They do. It is the lack of ‘quantification of the qualitative’ that is the problem.
  4. Most software professionals when they say ‘quality’ are only thinking of bugs (logical defects) and little else.
  5. There is a persistent bad habit in requirements methods and practices. We seem to specify the ‘requirement itself’, and we are finished with that specification. I think our requirement specification job might be less than 10% done with the ‘requirement itself’.

I can really relate to items 2 and 5. Expensive and revered domain specialists often do little more than linearly list requirements in the form of text “shalls”; with little supporting background information to help builders and testers clearly understand the “what” and “why” of the requirements. My cynical take on this pervasive, dysfunctional practice is that the analysts themselves often don’t understand the requirements and hence, they pursue the path of least resistance – which is to mechanically list the requirements in disconnected and incomprehensible fragments. D’oh!

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