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  • Object Technology Jeff Sutherland: 05/01/2006 - 06/01/2006
    2003 11 01 2003 11 01 2003 12 01 2003 12 01 2003 01 01 2004 01 01 2004 02 01 2004 02 01 2004 03 01 2004 03 01 2004 04 01 2004 04 01 2004 05 01 2004 05 01 2004 06 01 2004 06 01 2004 07 01 2004 07 01 2004 08 01 2004 08 01 2004 09 01 2004 09 01 2004 10 01 2004 10 01 2004 11 01 2004 11 01 2004 12 01 2004 12 01 2004 01 01 2005 01 01 2005 02 01 2005 02 01 2005 03 01 2005 03 01 2005 04 01 2005 04 01 2005 05 01 2005 05 01 2005 06 01 2005 06 01 2005 07 01 2005 07 01 2005 08 01 2005 08 01 2005 09 01 2005 10 01 2005 11 01 2005 11 01 2005 12 01 2005 12 01 2005 01 01 2006 01 01 2006 02 01 2006 02 01 2006 03 01 2006 03 01 2006 04 01 2006 04 01 2006 05 01 2006 05 01 2006 06 01 2006 06 01 2006 07 01 2006 08 01 2006 09 01 2006 09 01 2006 10 01 2006 11 01 2006 12 01 2006 02 01 2007 03 01 2007 03 01 2007 04 01 2007 04 01 2007 05 01 2007 05 01 2007 06 01 2007 06 01 2007 07 01 2007 08 01 2007 09 01 2007 09 01 2007 10 01 2007 10 01 2007 11 01 2007 11 01 2007 12 01 2007 01 01 2008 02 01 2008 02 01 2008 03 01 2008 04 01 2008 05 01 2008 07 01 2008 08 01 2008 09 01 2008 10 01 2008 10 01 2008 11 01 2008 12 01 2008 01 01 2009 04 01 2009 05 01 2009 07 01 2009 08 01 2009 11 01 2009 12 01 2009 12 01 2009 01 01 2010 This work is licensed under a Creative Commons Attribution Noncommercial Share Alike 3 0 Unported License Tuesday May 30 2006 New Scrum Paper International Conference on Complex Systems I just finished up the final draft of a revised paper on the SirsiDynix project the most productive large Java project ever documented A 56 member distributed outsourced team was split between Provo Utah Denver Colorado Waterloo Canada and St Petersburg Russia They achieved almost the same productivity as a single colocated Scrum team documented by Mike Cohn in his User Stories book Sutherland J Viktorov A and Blount J 2006 Adaptive Engineering of Large Software Projects with Distributed Outsourced Teams In Proceedings of the International Conference on Complex Systems Boston MA 25 30 June posted by Jeff Sutherland 1 19 PM 0 comments Monday May 15 2006 Agile Call for Papers HICSS 2007 HICSS 2007 Agile Papers due 15 June Incorporating Lean Development Practices into Agile Software Development For details see CALL FOR PAPERS Fortieth Annual Hawai i International Conference on System Sciences

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  • Object Technology Jeff Sutherland: 06/01/2006 - 07/01/2006
    Bullet Essence and Accidents of Software Engineering Fred Brooks comments Much of present day software acquisition procedure rests upon the assumption that one can specify a satisfactory system in advance get bids for its construction have it built and install it I think this assumption is fundamentally wrong and that many software acquisition problems spring from that fallacy Hence they cannot be fixed without fundamental revision revision that provides for iterative development and specification of prototypes and products Incremental development grow don t build software I still remember the jolt I felt in 1958 when I first heard a friend talk about building a program as opposed to writing one In a flash he broadened my whole view of the software process The metaphor shift was powerful and accurate Today we understand how like other building processes the construction of software is and we freely use other elements of the metaphor such as specifications assembly of components and scaffolding The building metaphor has outlived its usefulness It is time to change again If as I believe the conceptual structures we construct today are too complicated to be specified accurately in advance and too complex to be built faultlessly then we must take a radically different approach Let us turn nature and study complexity in living things instead of just the dead works of man Here we find constructs whose complexities thrill us with awe The brain alone is intricate beyond mapping powerful beyond imitation rich in diversity self protecting and selfrenewing The secret is that it is grown not built So it must be with our software systems Some years ago Harlan Mills proposed that any software system should be grown by incremental development 10 That is the system should first be made to run even if it does nothing useful except call the proper set of dummy subprograms Then bit by bit it should be fleshed out with the subprograms in turn being developed into actions or calls to empty stubs in the level below I have seen most dramatic results since I began urging this technique on the project builders in my Software Engineering Laboratory class Nothing in the past decade has so radically changed my own practice or its effectiveness The approach necessitates top down design for it is a top down growing of the software It allows easy backtracking It lends itself to early prototypes Each added function and new provision for more complex data or circumstances grows organically out of what is already there The morale effects are startling Enthusiasm jumps when there is a running system even a simple one Efforts redouble when the first picture from a new graphics software system appears on the screen even if it is only a rectangle One always has at every stage in the process a working system I find that teams can grow much more complex entities in four months than they can build Brooks Frederick P No Silver Bullet Essence and Accidents of Software Engineering

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  • Object Technology Jeff Sutherland: 08/01/2006 - 09/01/2006
    2003 07 01 2003 07 01 2003 08 01 2003 08 01 2003 09 01 2003 09 01 2003 10 01 2003 10 01 2003 11 01 2003 11 01 2003 12 01 2003 12 01 2003 01 01 2004 01 01 2004 02 01 2004 02 01 2004 03 01 2004 03 01 2004 04 01 2004 04 01 2004 05 01 2004 05 01 2004 06 01 2004 06 01 2004 07 01 2004 07 01 2004 08 01 2004 08 01 2004 09 01 2004 09 01 2004 10 01 2004 10 01 2004 11 01 2004 11 01 2004 12 01 2004 12 01 2004 01 01 2005 01 01 2005 02 01 2005 02 01 2005 03 01 2005 03 01 2005 04 01 2005 04 01 2005 05 01 2005 05 01 2005 06 01 2005 06 01 2005 07 01 2005 07 01 2005 08 01 2005 08 01 2005 09 01 2005 10 01 2005 11 01 2005 11 01 2005 12 01 2005 12 01 2005 01 01 2006 01 01 2006 02 01 2006 02 01 2006 03 01 2006 03 01 2006 04 01 2006 04 01 2006 05 01 2006 05 01 2006 06 01 2006 06 01 2006 07 01 2006 08 01 2006 09 01 2006 09 01 2006 10 01 2006 11 01 2006 12 01 2006 02 01 2007 03 01 2007 03 01 2007 04 01 2007 04 01 2007 05 01 2007 05 01 2007 06 01 2007 06 01 2007 07 01 2007 08 01 2007 09 01 2007 09 01 2007 10 01 2007 10 01 2007 11 01 2007 11 01 2007 12 01 2007 01 01 2008 02 01 2008 02 01 2008 03 01 2008 04 01

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  • Object Technology Jeff Sutherland: 09/01/2006 - 10/01/2006
    01 2004 06 01 2004 07 01 2004 07 01 2004 08 01 2004 08 01 2004 09 01 2004 09 01 2004 10 01 2004 10 01 2004 11 01 2004 11 01 2004 12 01 2004 12 01 2004 01 01 2005 01 01 2005 02 01 2005 02 01 2005 03 01 2005 03 01 2005 04 01 2005 04 01 2005 05 01 2005 05 01 2005 06 01 2005 06 01 2005 07 01 2005 07 01 2005 08 01 2005 08 01 2005 09 01 2005 10 01 2005 11 01 2005 11 01 2005 12 01 2005 12 01 2005 01 01 2006 01 01 2006 02 01 2006 02 01 2006 03 01 2006 03 01 2006 04 01 2006 04 01 2006 05 01 2006 05 01 2006 06 01 2006 06 01 2006 07 01 2006 08 01 2006 09 01 2006 09 01 2006 10 01 2006 11 01 2006 12 01 2006 02 01 2007 03 01 2007 03 01 2007 04 01 2007 04 01 2007 05 01 2007 05 01 2007 06 01 2007 06 01 2007 07 01 2007 08 01 2007 09 01 2007 09 01 2007 10 01 2007 10 01 2007 11 01 2007 11 01 2007 12 01 2007 01 01 2008 02 01 2008 02 01 2008 03 01 2008 04 01 2008 05 01 2008 07 01 2008 08 01 2008 09 01 2008 10 01 2008 10 01 2008 11 01 2008 12 01 2008 01 01 2009 04 01 2009 05 01 2009 07 01 2009 08 01 2009 11 01 2009 12 01 2009 12 01 2009 01 01 2010 This work is licensed under a Creative Commons Attribution Noncommercial Share Alike 3 0 Unported License

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  • Object Technology Jeff Sutherland: 11/01/2006 - 12/01/2006
    their effectiveness Hyper performance teams deliver product in record time and computer journal editors write rave reviews and say it is the best product of its type that they have ever seen This review process Allows the review to be a better means of communication with an employee Helps build mutual understanding on performance personal goals and objectives company goals and objective training needed and objectives for the next three months Makes the rating system more objective by focusing attention on the user experience of the product being developed along with time to market The subjective experience of the manager is deemphasized Require raters to all work closely with one another to sanity check ratings It is not easily managable on a large impersonal system as currently used in the IDX peer rating system in 1997 The Process Takes Three Meetings to Initialize Meeting 1 Reviewer meets with employee and goes over this document The employee is then asked to write his own individual review after the meeting by responding to the key questions see below and giving him herself a rating The employee can write a little or a lot This review is designed to minimize the amount of writing Meeting 2 The second meeting occurs when the employee returns the review along with soft copy The reviewer discussed the employees perceptions to get a good understanding of them After the meeting the reviewer carefully edits the review to incorporate the reviewers perception of performance Meeting 3 The third meeting occurs after the reviewer has finished editing the review and the ratings The updated document is carefully discussed with the employee Any difference in perceptions is noted If there is any disagreement the employee may convince the reviewer to change the review or failing that write a rebuttal that will be attached to the review After changes are incorporated the review is signed by both reviewer and employee as well as the VP of Engineering The Review Ratings It is well known that employee performance ratings in all organizations are inflated This process is designed to produce realistic provably accurate ratings Ratings tend to reflect how well the employee sucks up to the manager rather than whether or not the employee generated a great product that led to lots of sales and happy customers We have to get away from motivating employees to please the manager and get them to please the customer The higher rating supercedes the lower If the manager gives a 4 and the team gives a 7 it is a 7 and so forth This review is a form of 360 degree feedback where the review process is designed to surface gross disparities between market perception customer perception company perception team perception manager perception and individual employee perception of their performance Gross disparities are rare and should be dealt with on an exception basis Ratings on the review are scaled from 1 to 10 10 Trade journals are writing rave reviews about your work saying

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  • Object Technology Jeff Sutherland: 02/01/2007 - 03/01/2007
    05 01 2003 06 01 2003 06 01 2003 07 01 2003 07 01 2003 08 01 2003 08 01 2003 09 01 2003 09 01 2003 10 01 2003 10 01 2003 11 01 2003 11 01 2003 12 01 2003 12 01 2003 01 01 2004 01 01 2004 02 01 2004 02 01 2004 03 01 2004 03 01 2004 04 01 2004 04 01 2004 05 01 2004 05 01 2004 06 01 2004 06 01 2004 07 01 2004 07 01 2004 08 01 2004 08 01 2004 09 01 2004 09 01 2004 10 01 2004 10 01 2004 11 01 2004 11 01 2004 12 01 2004 12 01 2004 01 01 2005 01 01 2005 02 01 2005 02 01 2005 03 01 2005 03 01 2005 04 01 2005 04 01 2005 05 01 2005 05 01 2005 06 01 2005 06 01 2005 07 01 2005 07 01 2005 08 01 2005 08 01 2005 09 01 2005 10 01 2005 11 01 2005 11 01 2005 12 01 2005 12 01 2005 01 01 2006 01 01 2006 02 01 2006 02 01 2006 03 01 2006 03 01 2006 04 01 2006 04 01 2006 05 01 2006 05 01 2006 06 01 2006 06 01 2006 07 01 2006 08 01 2006 09 01 2006 09 01 2006 10 01 2006 11 01 2006 12 01 2006 02 01 2007 03 01 2007 03 01 2007 04 01 2007 04 01 2007 05 01 2007 05 01 2007 06 01 2007 06 01 2007 07 01 2007 08 01 2007 09 01 2007 09 01 2007 10 01 2007 10 01 2007 11 01 2007 11 01 2007 12 01 2007 01 01 2008 02 01 2008

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  • Object Technology Jeff Sutherland: 03/01/2007 - 04/01/2007
    08 01 2004 08 01 2004 09 01 2004 09 01 2004 10 01 2004 10 01 2004 11 01 2004 11 01 2004 12 01 2004 12 01 2004 01 01 2005 01 01 2005 02 01 2005 02 01 2005 03 01 2005 03 01 2005 04 01 2005 04 01 2005 05 01 2005 05 01 2005 06 01 2005 06 01 2005 07 01 2005 07 01 2005 08 01 2005 08 01 2005 09 01 2005 10 01 2005 11 01 2005 11 01 2005 12 01 2005 12 01 2005 01 01 2006 01 01 2006 02 01 2006 02 01 2006 03 01 2006 03 01 2006 04 01 2006 04 01 2006 05 01 2006 05 01 2006 06 01 2006 06 01 2006 07 01 2006 08 01 2006 09 01 2006 09 01 2006 10 01 2006 11 01 2006 12 01 2006 02 01 2007 03 01 2007 03 01 2007 04 01 2007 04 01 2007 05 01 2007 05 01 2007 06 01 2007 06 01 2007 07 01 2007 08 01 2007 09 01 2007 09 01 2007 10 01 2007 10 01 2007 11 01 2007 11 01 2007 12 01 2007 01 01 2008 02 01 2008 02 01 2008 03 01 2008 04 01 2008 05 01 2008 07 01 2008 08 01 2008 09 01 2008 10 01 2008 10 01 2008 11 01 2008 12 01 2008 01 01 2009 04 01 2009 05 01 2009 07 01 2009 08 01 2009 11 01 2009 12 01 2009 12 01 2009 01 01 2010 This work is licensed under a Creative Commons Attribution Noncommercial Share Alike 3 0 Unported License Friday March 16 2007 Scrum Montage Montage a Google Montage a google is a simple web based app that uses Google s image search to generate a large gridded montage of images based on keywords search terms entered by the user Not only an interesting way of browsing the net it can also be used to create desktop pictures or even posters The Scrum montage was created by setting Scrum as the keyword for a Montage a Google search Labels scrum posted by Jeff Sutherland 10 39 AM 0 comments Sunday March 04 2007 Get an Experienced Developer on the Test Team In 1993 at Easel Corporation we went to the local university and hired their best Master of Computer Science graduate to join the test team and focus 100 on automation This was one of the decisions that put the first Scrum into a hyperproductive state where we delivered software so fast the management sales and marketing people asked us to slow down Alberto Savoia proposes the same thing in his recent blog posting and his proposed job description is below Click here to read the full post that makes the case for an experienced developer on the test team Agitating Thoughts Ideas Developer Testing Masters and Brain Surgeons by

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  • Object Technology Jeff Sutherland: 04/01/2007 - 05/01/2007
    01 2002 11 01 2002 11 01 2002 12 01 2002 12 01 2002 01 01 2003 01 01 2003 02 01 2003 02 01 2003 03 01 2003 03 01 2003 04 01 2003 04 01 2003 05 01 2003 05 01 2003 06 01 2003 06 01 2003 07 01 2003 07 01 2003 08 01 2003 08 01 2003 09 01 2003 09 01 2003 10 01 2003 10 01 2003 11 01 2003 11 01 2003 12 01 2003 12 01 2003 01 01 2004 01 01 2004 02 01 2004 02 01 2004 03 01 2004 03 01 2004 04 01 2004 04 01 2004 05 01 2004 05 01 2004 06 01 2004 06 01 2004 07 01 2004 07 01 2004 08 01 2004 08 01 2004 09 01 2004 09 01 2004 10 01 2004 10 01 2004 11 01 2004 11 01 2004 12 01 2004 12 01 2004 01 01 2005 01 01 2005 02 01 2005 02 01 2005 03 01 2005 03 01 2005 04 01 2005 04 01 2005 05 01 2005 05 01 2005 06 01 2005 06 01 2005 07 01 2005 07 01 2005 08 01 2005 08 01 2005 09 01 2005 10 01 2005 11 01 2005 11 01 2005 12 01 2005 12 01 2005 01 01 2006 01 01 2006 02 01 2006 02 01 2006 03 01 2006 03 01 2006 04 01 2006 04 01 2006 05 01 2006 05 01 2006 06 01 2006 06 01 2006 07 01 2006 08 01 2006 09 01 2006 09 01 2006 10 01 2006 11 01 2006 12 01 2006 02 01 2007 03 01 2007 03 01 2007 04 01 2007 04 01 2007 05 01 2007 05

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