Shulou(Shulou.com)06/03 Report--

'There have been a lot of adjustments in our business and R & D recently, resulting in team members being unfamiliar with the business, 'asked one X-Developer user.' what should we do now that the comparison between start-up and completion indicators is ugly?

I asked: what is your desired goal?

User: of course, to really complete the iterative task, do not superficial "update to complete status", but there is no remaining workload.

I then asked: so, how can it be "really done"?

User: just look at the number of fulfillments on the chart "output capacity" reported by the X-Developer team, and I can get the real completion from this.

I'm not right. We're talking about "how to do" to really complete iterative tasks, not "how to measure" the number of tasks actually completed.

User: this is what puzzles me. What can I do to improve the quantity of completion?

I said, in fact, you know how to improve, but your mind is confused by the indicators.

User: how do you say this?

I said, because your problem already contains the reason-the team members are not familiar with the business, because of the indicators, you do not further analyze the reasons to find solutions, but worry about how to make the indicators look better, so, instead, you can't get the results you want. If we start from this reason, arrange some business learning tasks in the iteration, and continuously observe the start-up and completion, we can verify whether "business unfamiliarity" really affects the output ability of the team, and continue to improve.

Users feel very reasonable, but still do not alleviate the anxiety caused by indicators: business can not be mastered in one or two days, is there any short-term and rapid improvement?

I said, of course, for example, if the wasted number of days is eliminated by half, the delivery cycle time can be shortened and the output of the iteration can be increased.

The user said, "I also noticed that at present, we split the task of the story card, not aiming at the continuous delivery of the story card, but according to the developer's workload. I didn't expect a measure to estimate the story card for 3 days. In fact, it took 8 days to transfer the test. In the middle, not only the test was empty for 2 days and other development, but a business logic found in the final test was ignored in the design." As a result, this story card has to be placed in the next generation of delivery. In fact, the function is quite simple, if the early iteration, a little more focused, this would not have happened. It seems that we should first focus on the optimization of task split, continue to pay attention to the effect of improvement, and strive to improve the output capacity.

This true story must also be the experience of most business managers. Early adopters of X-Developer asked a similar question: does your product need strong execution in order to use it well? My answer is that X-Developer is not for you to "make good use of", but to consistently tell you what your current situation is and how far it is from your expectations.

X-Developer tells you to do better and how to do better, rather than asking you to "make good use of" X-Developer. The core of this is to improve your team's ability to observe, follow, and adapt to change. For example, in the above case, the core is the change of the business, the influx of new knowledge, resulting in a decline in the number of output, the team needs time to learn and improve in order to "achieve the goal."

You "get" whatever you measure.

Many large organizations spend a year or two from version delivery to iterative delivery, but after the iteration, they find that not only the efficiency has not improved, but the quality has also declined! The most embarrassing thing is the feedback from the business unit:

Iteration is to write a large demand into a lot of small requirements, how does this increase the output? You're kidding us. The key is that because the demand becomes smaller and more, we have to keep mentioning, tracking and acceptance constantly. The efficiency of R & D may be improved, but the efficiency of our business has decreased, and we feel very bad.

The fundamental reason is that the organization pursues an one-sided indicator: iterative delivery cycle. Here are my reasons and suggestions for improvement in 2016 in a team of 200 people who have been "overburdened" by Agile iterations for nearly a year:

How did these reasons be discovered? Because good consultants are always on the spot to find the first-hand and most real data, rather than making judgments based on what they have heard. In the first week of the team, by checking the changes in the code warehouse every day, it was found that code was continuously submitted from 8: 00 in the morning until 4: 00 in the morning! At the beginning, I thought that the demand was too large, or the team was incompetent, and then conducted a survey, and found that the real working status of the team was: do the requirements of this iteration during the day, and change to the online defects of the last iteration at night.

Now, 9012 years later, this is still the status quo for many software teams-- and for many software teams that have implemented "agile"-- with neither an increase in output nor a fundamental change in speed. This "agility" doesn't change anything, because it doesn't actually empower the team-- it doesn't give the team the opportunity to gain insight into users and needs, nor does it really teach developers how to manage tasks efficiently. This is the incompetence of being a front-line manager.

Indicators for indicators are often those reached in this period, and then more mines are laid. High-performance teams are built, and Agile is a process of dynamically adapting to change. Put forward challenging goals, and then find the obstacles, waste, eliminate as much as possible, and accumulate the knowledge of the team, in order to truly build sustainable competitiveness in this changing era.

Start empowering your team.

As a platform for R & D efficiency management and improvement, X-Developer has precipitated our observation methods and concerns for many years to help enterprises effectively improve R & D effectiveness. We have launched a free community version to help R & D team move towards effective management from the following aspects:

Easy-to-implement code submission specification: allows teams to quickly trace requirements and defects from code, speeding up time to locate code and resolve defects

Focus on the actual delivery cycle of the value of requirements: implement specific submission and collaborative members, help the team focus on the understanding of requirements, reduce waiting and rework in the process, and make business, R & D, and testing collaborate more quickly.

The implementation process of X-Developer is not only the process of promoting your software engineering practice towards standardization, automation and continuous delivery, but also the process of promoting your requirements management to value delivery. As a leader and manager in pursuit of excellence, empowering the team and leading the team to achieve the goal of challenge is the first step towards excellence.

X-Developer Community Edition registered address:

Https://x-developer.cn

Market volume technology is a platform service provider focusing on product innovation and efficiency optimization. based on more than ten years of consulting experience in well-known enterprises, we provide tools and data analysis platforms around product innovation, and help enterprises optimize product R & D performance.

In order to thank X-Developer users for their support and feedback, reply to your X-Developer registered account at the background of our Wechat service (Agile Accelerator) and you can enjoy our randomly selected "Lightning expansion: extreme growth Strategy in uncertain environments" gift book, the total number of gifts: a total of ten copies, selection deadline: November 22nd, 2019.

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