# Friday, December 12, 2008

I finished up on a customer project this week, and now it’s full time on Education.  We’ve got a ton of new stuff coming with the new year, including some exciting events (details hopefully next week) and some new classes.  We’ll be teaching WPF, Practical .NET Debugging, and some new Silverlight classes in Q1, plus whatever your organization needs delivered at your facility or ours.  If your organization needs any custom training, or you have questions about course offerings, please drop me a line at education@sftsrc.com.

Friday, December 12, 2008 12:55:14 PM (Pacific Standard Time, UTC-08:00)  #    Disclaimer  |  Comments [0]  | 
# Saturday, November 08, 2008

After the Scrum class last I got a chance to attend a talk hosted by SolutionsIQ on Adopting Scrum in the Enterprise.  Chris Kinsman gave a very interesting talk on his experience adopting Scrum in his organization, how executive sponsorship made a key difference, and how the adoption has proceeded.  I was particularly taken with the idea of a Sustaining Engineering scrum team.  In Chris’s organization, they run 4 scrum teams, and every sprint one of them  does the sustaining engineering, fixing customer issues and releasing hotfixes, etc.  Every sprint they rotate the duty, so the sustaining work is spread around and nobody has to bear the burden all the time.  It also means that everyone gets a better understanding of how the code works and what customer’s are concerned with.  Passing the buck on sustaining was a big issue at Corillian, and I know that I at least really didn’t like being on the hook carrying the support phone for a week at a time. 

Since Agile often gets adopted from the “grassroots” with the development team advocating for it, it was interesting to hear about a successful top-down adoption.  It poses some interesting challenges, but if done correctly the executive sponsorship could really make a big difference to making Scrum successful. 

The biggest advantage I can see to a top-down adoption is that you can work on changing the whole organization at once with a better chance of success.  Several groups I’ve worked with have adopted Scrum/Agile at the development team level, but the rest of the organization has lagged behind.  That tends to mean that the rest of the process is basically waterfall, with a little Agile in the middle.  You start with a requirements gather phase, do a little design, then some “agile” for the construction phase, followed by a formal QA process.  That sort of adoption is better than nothing, but it poses it’s own set of challenges. 

Saturday, November 08, 2008 11:41:00 AM (Pacific Standard Time, UTC-08:00)  #    Disclaimer  |  Comments [0]  | 

Last week I got the opportunity to take a Certified ScrumMaster class from SolutionsIQ in Seattle.  It was a very good class, and I came away with a deeper understanding of how Scrum is supposed to work.  I’ve actually been working on (nominally) Scrum projects for a while, but the class gave me a chance to catch up on the formal vocabulary and practice the range of skills involved in running a Scrum project. 

Scrum takes a fair amount of discipline to do successfully, I think, but if you can pull it off it provides (in my experience so far) the best way to run a small development team working on a business application.  One of the things that I think hinders Agile adoption is lack of training.  It’s easy to declare a project agile, when what you really mean is “we don’t have a plan”, or “we don’t write anything down” but that’s not likely to achieve the same level of success. :-)  There’s a fair amount of work involved in running a Scrum project, and from that perspective I don’t think it’s any less work than running a traditional waterfall project, you just end up with (hopefully) better results in terms of building working software that meets your product owner’s requirements. 

To that end, I think it’s very valuable to get the team trained on the formal methodology around Scrum (or you agile methodology of choice).  I don’t think that means everyone on the team needs to be a ScrumMaster, but there are a wide range of courses available for introduction a team to Scrum (or whatever) that would really make a difference to a teams successful adoption of the methodology. 

Saturday, November 08, 2008 11:16:11 AM (Pacific Standard Time, UTC-08:00)  #    Disclaimer  |  Comments [2]  | 
# Tuesday, October 07, 2008

I know things have been a bit on the content-free side here lately, so I’m going to try and remedy that with some (you guessed it) content.

When I hear people talking about Continuous Integration (CI) lately one thing that seems to cause a fair amount of misunderstanding is that people talk about CI like it’s a product, not a process.  On the day they set up their CI server (usually CruiseControl) the “have” CI.  I would argue that exactly the opposite is true.  CI is a process, not a product.  More than that, it’s one of those nasty curves that I blocked out of my mind back when I didn’t do very well in Calculus.  You can be forever approaching CI but you never quite get there.  Huh?  Well, if the goal of CI is to (you guessed it again) Integrate Continuously, we can’t ever quite get there because none of us would ever get any real work done.

So rather than “having” CI, we “do” CI, or better yet, we strive for it. 

If that’s the case, what are we really striving for?  We are striving to reduce the amount of time it takes us to do each (micro) integration, and maximize the amount of time that we as developers can spend adding business value to our software products by writing code.  If we can’t add value because we’re busy integrating, we aren’t fulfilling are primary job function.

So: the closer we come to integrating continuously, the less time we should be spending on non-value-adding programming tasks.

Practically speaking, we can’t spend all of our time worrying about integration.  We all have real work to do.  What we can do is work on making the process smoother for everyone.  That means not breaking the build.  Let me back up a second… In order for everyone to be able to maximize their productive work, and maximize that of everyone else on the team, we need to able to commit changes without fear of breaking the build, or causing other people to have to do integration work needlessly.  What that means in practice is that before committing any changes to our source code repository, we should get all the latest changes, run a full build and test cycle, and make sure we haven’t broken anything.  If we have, we need to fix those problems, and go through the process again, getting source, running build and test, etc. until we get a clean cycle.  If that process if followed by everyone on the team, then it should be very very difficult to break the build.  The only way the build should break if everyone follows that process is if changes are being made to the tip of your source control system faster than the get/build/test cycle.  Sometimes that really happens, and I’ll write some other time about how to deal with that. 

So why do builds break?  Because people don’t follow the processes.  Why not?  Usually for one of two reasons:  1) they don’t understand the process, or 2) the get/build/test cycle takes too long.  #2 is the most likely cause, and happens much too frequently.  In the initial literature on CI, Martin Fowler argued that any build/test cycle that takes longer than 10 minutes is likely to cause people not to follow the process.  In practice, I’ve seen that to be the case as well.  As soon as you get the cycle time down, people will start doing what they are supposed to be doing and the build will break less often. 

If you currently have a build that takes too long, then reducing the build/test cycle time becomes part of your CI process.  We’re always working toward the goal, remember.  Make shaving a few seconds here and there off your build process part of the CI process goals.  Every little bit improves your process, and will start paying dividends.

Tuesday, October 07, 2008 1:27:55 PM (Pacific Daylight Time, UTC-07:00)  #    Disclaimer  |  Comments [0]  | 
# Monday, October 06, 2008
In the spirit of constantly embracing change, as of last week I am now the Director of Education at SoftSource.  What that means in the near term is that I'm going to be spending a bit of time in the classroom.  What that means in the middle term is that I'll be working on expanding our course offerings to encompass a wider range of topics. 

Right now we offer several classes for open enrollment at OHSU's Professional Development Center in Hillsboro (formerly OGI).  This Fall we'll be teaching C# and the .NET Framework (3.5), WPF, WCF and Debugging.  For details see our open enrollment page.  We also do custom training designed specifically around customer's needs, or we can do our standard courseware at your site and time of your choice. 

Now here comes the important part...  All of our instructors are also Software Engineers and Architects that spend the time they aren't in the classroom on customer projects.  That means that they have real-world experience developing real software on a day to day basis, with the latest technology in the field. 

What I'd love to hear back from y'all is what kind of topics you'd be interested in.  Agile development?  Continuous Integration?  Using MS Team Foudation Server?  How to do real-world estimation and planning?  Of course we hope to continue offering technical subjects like advanced .NET development, WPF, Silverlight, and whatever else tickles your collective fancy. 

If you or your organization needs off-the-shelf of custom-design training, or if you have ideas for training you'd like to see us offer please let me know.

Monday, October 06, 2008 11:19:57 AM (Pacific Daylight Time, UTC-07:00)  #    Disclaimer  |  Comments [0]  | 
# Monday, July 28, 2008
I spent quite a while working with ADAM (Active Directory Application Mode) in Windows 2003 Server / XP on a previous project.  It's a great way to incorporate an LDAP directory into your application without requiring a full-blown AD installation, or domain memberships.  The Windows 2008 Server version has been renamed AD LDS (Lightweight Directory Services), which is a much better name.  LDS incorporates several improvements that make it even more attractive, including some very nice performance increases.   Bart De Smet has a very nice guide to installing LDS on 2008 Server and setting up a useful configuration.  Check it out if you've used ADAM and/or have any interested in LDAP. 

Monday, July 28, 2008 12:54:31 PM (Pacific Daylight Time, UTC-07:00)  #    Disclaimer  |  Comments [1]  | 
# Friday, July 25, 2008
I noticed today that my book Code Leader: Using People, Tools, and Processes to Build Successful Software (Programmer to Programmer) is now available for Amazon's eBook reader, the Kindle. Cool.
Friday, July 25, 2008 1:46:27 PM (Pacific Daylight Time, UTC-07:00)  #    Disclaimer  |  Comments [1]  | 
I'll be speaking on Continuous Integration at the Software Association of Oregon's Developer SIG meeting in September.  We'll look at how to implement CI across different parts of your organization, using techniques and tools for both .NET and Java.

Friday, July 25, 2008 1:37:41 PM (Pacific Daylight Time, UTC-07:00)  #    Disclaimer  |  Comments [0]  | 
# Wednesday, May 14, 2008
Looks like I'll be speaking on Continuous Integration in theory and practice at next month's meeting of the Software Process Improvement Network.  Details are here.  If you are interested in CI, come on down.

Wednesday, May 14, 2008 10:18:08 AM (Pacific Daylight Time, UTC-07:00)  #    Disclaimer  |  Comments [0]  | 
# Friday, April 25, 2008
My new book Code Leader: Using People, Tools, and Processes to Build Successful Software is now available and in stock at Amazon and hopefully soon at stores near you.  The initial outline for the book came from a post I did a while back, This I Believe, the developer edition.  Writing up that post got me thinking about a lot of things, and I've continued to expand on them both in the book and in presentations since then. 

There is a lot of content in the book about working with tools like SCC, static analysis, and unit test frameworks to build better software more efficiently.  I think if I were to sum up the focus, it is that we as developers owe it to our project sponsors to work efficiently and effectively, and there are lots of incremental changes that can be made to the way we work, both in terms of tools and processes to make that happen. 

The reality of modern software development (mostly) is that since the physical constraints like CPU time and memory/disk space have largely fallen away, the goal of any development project (from a technical standpoint) should be optimized for developer productivity.  That includes a wide array of factors from readability of design, how clear developer intent is to future readers, and how resillient our software is to future change to reducing barriers to developer productivity like implementing a good CI process.  Working together as a team across disciplinary and physical boundaries is at least as big a challenge as writing good code. 

I agree very much with Scott that the why and how of software development are often just as important (and harder to get right) than just the what.  I hope that I have something to contribute to the discussion as we all figure it out together...

Friday, April 25, 2008 11:31:59 AM (Pacific Daylight Time, UTC-07:00)  #    Disclaimer  |  Comments [2]  |