Tuesday, October 23, 2018

Q and A on Velocity, part V


In Part IV, we talked about the thorny clashes between the reality of promises, and the reality of development. This installment picks up on some truths about working harder and going faster.

A: Wait a second... You never actually said we can't go faster. You only said that trying harder and adding people weren't the way.
B: That is true.
A: So we could possibly go faster?
B: Certainly.

Frankly, we don't know how fast developers might be able to go. I've had friends call and tell me about taking on work that was estimated and doing it in a morning when the code was well-factored, readable, and well-tested. My friend said that "all the functions I needed were already written and easy to find."

Robert Martin always said that the speed of today's development work mainly depends on the quality of the code you will be working on. Low-quality code? Low speed. High-quality code? High speed.

In addition, we've asked around and found that developers spend about 25% of their time in meetings (the more senior spend more time). That's 25% right off the top.

Of the time remaining, most developers are spending 60%-80% of their time fixing defects. That's a heck of a lot of time. If they could go two times slower, but produce no bugs, they would be at least 10% faster.

Of the time that's left, silos and approval processes and other interruptions force developers to spend a bit of their time waiting for other people. Work sits in queues.

And of course, when a programmer's work has to wait in a queue, the conscientious programmer keeps busy by pulling an extra task off the queue.

Now when work is returned from testing, or from an approver, or from some kind of review, it has to sit in a queue waiting for the developer to be available again. The average corporate programmer we asked has about 5 concurrent tasks (or branches) open. It can be as high as 15.

You can see the time is whittled away to near-nothingness. It's no surprise that a piece of work takes forever to develop, even though the developer is busy and has a lot of tasks in progress at any given time.

Developers say "I'm not blocked, I have plenty of other tasks to work on," and it's true. But the work itself is blocked. The work is not going to production soon enough because the developers are busy doing something else. This is why Lean advocates say "watch the baton, not the runner."  Flow efficiency is about the throughput of a system, not about the busyness of the workers.

It's a messy system, made messier by processes that include a lot of silos, individual effort, quick plate-emptying, approval cycles, branches, and what-not.

Most of our systems seem to do more software
prevention than software development.

But still, the quality of the code is the big determinant. If the code is well-organized, and good tooling is used, and the developer is familiar with the system, and the change doesn't introduce any major architectural rearrangements, ... well, how amazingly fast might it be?

Faster should be easily possible, but getting there may be hard human work, and not just for developers.

On the topic of hard human work:

A: So how can we get the developers to work harder?
B: Take away their tools. Add more bureaucracy. Use slow computers and dead programming languages.
A: And that will bring up the velocity?
B: No. You asked how to make their work harder.
 This highlights a problem in the approach to getting more done.  In Part II, we hinted at this. In 2009's Platitudes of Doom article, we went on about this at length. There is this assumption that the reason work is slow is that people aren't working hard enough.

The focus on business and effort is not helpful.

The above conversation is a bit tongue-in-cheek but illustrates the point that the problem isn't in busyness and effort expended, but in results being attained.   Most programmers are working far harder than they should have to and creating far less value in doing so.

If we insist on putting more effort into the work, we end up getting more brute-force, and not the best results we hope for. This will be discussed more whenever I get into writing up The Journey.
A: We want them to work harder so that we get more done.
B: If you want to accomplish more, shouldn't you make the work less hard?
A: We just want it done.
B: Of course, and so do they.
Here is the interesting magic. If we want people to get more done, we are more likely to succeed in removing the waste and uncertainty and risk from the process, rather than by putting greater effort and strain into it.

Again, in part II we talked about the formula of effort provided to do a task over effort required. Scroll down to the graphic that illustrates this point and the text that surrounds it.

 This snippet of the discussion is really just restating the points that you've already seen.  But there is some chance that you are not a long-time reader of this humble blog, out in the wastelands of blogger's dark corner, so maybe it will help to give you some more reading on the topic. To wit:


Maybe the programming isn't slow, considering the condition of the code base and the presence of risk and uncertainty in the requirements, the difficulty of predicting intellectual effort, etc.

Maybe the estimates are low, rather than the work being slow?
We don't really know. 

We only know that there exists a difference between what we expect (and want) and what we are really achieving. We can look at that as a betrayal, or we can look at it as a curiosity space.

I know which of those choices leads to blame and frustration, and which leads to alignment and improvement. 

But I'll let you ponder that until Part VI.

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