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Myths
- 1. 10 Myths of Rapid Development Steve McConnell © 2000-2001. All Rights Reserved. Construx Delivering Software Project Success
- 2. Myth #1 Rapid Development is a New Issue
- 7. Myth #2 Productivity Is About the Same at Every Company
- 9. Myth #3 Working Hard Promotes Rapid Development
- 13. Reality Check: Project Resolutions
- 16. Myth #4 Short Estimates Produce Short Projects
- 17. Effect of Estimation Accuracy 100% >100% < 100% Target as a Percentage of Nominal Estimate Overestimation Underestimation Cost Effort Schedule Linear impact due to Parkinson’s Law Non-linear impact due to planning errors, upstream defects, high-risk practices
- 19. Improved Estimation From a set of U.S. Air Force projects
- 20. Improved Estimation From a set of U.S. Air Force projects
- 21. Improved Estimation From a set of U.S. Air Force projects
- 23. Myth #5 You Can Trade-Off Quality for Schedule or Cost
- 25. Late Defect Correction is Expensive Phase That a Defect Is Created Cost to Correct Requirements Architecture Detailed design Construction Requirements Architecture Detailed design Construction Release 50-200X 1X Phase That a Defect Is Corrected 50-200X 1X
- 26. Fix More Defects Earlier! Phase That a Defect Is Created Cost to Correct Requirements Architecture Detailed design Construction Requirements Architecture Detailed design Construction Release 50-200X 1X Phase That a Defect Is Corrected 50-200X 1X Fix Here Not Here
- 27. Reduce Defect Cost Increase! Phase That a Defect Is Created Cost to Correct Requirements Architecture Detailed design Construction Requirements Architecture Detailed design Construction Release 10X? 1X Phase That a Defect Is Corrected 10X? 1X
- 30. Myth #6 Customers and Management Want Rapid Development
- 31. Speed-Oriented Practices 6 Months: Nominal Schedule Competitor will release next version of their product Average Project “ Rapid” Project Risk of Overrun
- 32. Risk-Oriented Practices 6 Months: Nominal Schedule Beginning of Holiday Sales Season or Trade Show Average Project “ Rapid” Project Risk of Overrun
- 33. Visibility-Oriented Practices 6 Months: Nominal Schedule Risk of Overrun Average Project “ Rapid” Project Project review meeting where project is cancelled due to general nervousness
- 34. Myth #7 Smart Programmers Exert the Biggest Productivity Impact
- 40. Myth #8 Software Processes Apply Only to Large, Old-Fashioned, Bureaucratic Projects
- 42. Good Processes are Based on Common Sense Source: Telcordia Technologies: The Journey to High Maturity, Bill Pitterman, IEEE Software, July 2000 Quality Creative Chaos Mindless Chaos Mindless Bureaucracy Yes No Yes No Documented Process Common Sense
- 43. Myth #9 Systematic Development Approaches Hurt Morale
- 48. Myth #10 Development in “Internet Time” is Faster Than Old Fashioned Development
- 50. Traditional Estimate Effort Program Size Traditional Estimated Effort
- 51. Traditional Results Effort Program Size Actual Effort Traditional Estimated Effort
- 52. “Internet Time” Estimate Traditional Estimated Effort Effort Program Size “ Internet Time” Estimate Actual Effort
- 53. Internet Time Results Effort Program Size Internet Time Effort Traditional Estimated Effort “ Internet Time” Estimate
Hinweis der Redaktion
- Churchill Joke -- “Churchill was asked if he didn’t start to get a big head because…” Woody Allen “We need the eggs” joke? -- seems appropriate for the “myths” topic Need to get Albertus font installed on this machine
- These mistakes have been made so often and by so many different people that they deserve to be called ‘classics’.
- These mistakes have been made so often and by so many different people that they deserve to be called ‘classics’.
- These mistakes have been made so often and by so many different people that they deserve to be called ‘classics’.
- From “A Correlational Study of the CMM and Software Development Performance” Dr. Patricia K. Lawlis, Capt. Robert M. Flowe, and Capt. James B. Thordahl , CrossTalk, September 1995
- From “A Correlational Study of the CMM and Software Development Performance” Dr. Patricia K. Lawlis, Capt. Robert M. Flowe, and Capt. James B. Thordahl , CrossTalk, September 1995
- From “A Correlational Study of the CMM and Software Development Performance” Dr. Patricia K. Lawlis, Capt. Robert M. Flowe, and Capt. James B. Thordahl , CrossTalk, September 1995
- Message: it’s more important to get the right requirements than...
- Message: it’s more important to get the right requirements than...
- 5 Why did I change the subtitle of the talk to “Taming Wild Software Schedules?” Why not just call it “Developing as Fast as Possible?” It’s because it turns out that there is a lot more to rapid development than all-out development speed. Kinds of Effective, Schedule-Oriented Practices Speed-Oriented Practices (Do 12 month project in 9 months) ( Evolutionary Prototyping, RDLs, Timeboxing, Outsourcing ) These are clearly needed, as the introduction illustrated. Schedule-Risk Practices (Contain 12 month project to 12 months) ( Change Board, Top 10 risks list, Design for Change ) These practices are for damage containment—for preventing big overruns Visibility-Oriented Practices ( Evidence that 12 month project will take 12 months) ( Miniature Milestones, Staged Delivery, Project Status on Intranet ) This is how organizations choose ill-suited practices They choose speed-oriented practices when what they really need to do is manage risk better, etc. The bottom line is that you need to employ all three kinds of practices within a well-considered framework
- 5 Why did I change the subtitle of the talk to “Taming Wild Software Schedules?” Why not just call it “Developing as Fast as Possible?” It’s because it turns out that there is a lot more to rapid development than all-out development speed. Kinds of Effective, Schedule-Oriented Practices Speed-Oriented Practices (Do 12 month project in 9 months) ( Evolutionary Prototyping, RDLs, Timeboxing, Outsourcing ) These are clearly needed, as the introduction illustrated. Schedule-Risk Practices (Contain 12 month project to 12 months) ( Change Board, Top 10 risks list, Design for Change ) These practices are for damage containment—for preventing big overruns Visibility-Oriented Practices ( Evidence that 12 month project will take 12 months) ( Miniature Milestones, Staged Delivery, Project Status on Intranet ) This is how organizations choose ill-suited practices They choose speed-oriented practices when what they really need to do is manage risk better, etc. The bottom line is that you need to employ all three kinds of practices within a well-considered framework
- 5 Why did I change the subtitle of the talk to “Taming Wild Software Schedules?” Why not just call it “Developing as Fast as Possible?” It’s because it turns out that there is a lot more to rapid development than all-out development speed. Kinds of Effective, Schedule-Oriented Practices Speed-Oriented Practices (Do 12 month project in 9 months) ( Evolutionary Prototyping, RDLs, Timeboxing, Outsourcing ) These are clearly needed, as the introduction illustrated. Schedule-Risk Practices (Contain 12 month project to 12 months) ( Change Board, Top 10 risks list, Design for Change ) These practices are for damage containment—for preventing big overruns Visibility-Oriented Practices ( Evidence that 12 month project will take 12 months) ( Miniature Milestones, Staged Delivery, Project Status on Intranet ) This is how organizations choose ill-suited practices They choose speed-oriented practices when what they really need to do is manage risk better, etc. The bottom line is that you need to employ all three kinds of practices within a well-considered framework