The document discusses several issues or "smells" that can arise in software development processes and products. It notes that features may be built that are not useful to all customers; that it can be expensive to build and maintain features; and that there is sometimes a lack of understanding of end user needs. Other issues mentioned include a lack of connection with end users, lack of transparency and collaboration with upper management, resource constraints, numerous bugs, outdated technology, and organizational inefficiencies like duplication and politics. The document advocates finding and prioritizing these smells in order to take actions to address them and improve processes and products.

1. Chandan patary

5.  “Features are not useful”
Organization build product with customer need
which are not required for all type of customer
or geographies.
Customer does not know what they need and
product build on assumption
Marketing team promise to build some thing
which no body knows

7.  “Expensive to build the product and
extensibility , maintainability is hard”
Fixing the issues are too expensive
Extensibility for the features is expensive
“Experts domain people are missing to
understand end users need”
Customer complains not understand them
Developers blame back end users

8.  Process smells are symptoms of internal
software execution problems.
 Process smell reflect into the product
which used by the end users.

9.  “Missing effective connection with the end
users”
There is no process to connect with the users
There is no efficient persons who understand
the need, collect the need
effectively, communicate the same need to the
implementer.
Efficient process is missing to address the
same need.
End users, product managers, sales and

10.  “Upper management
interaction,collaboration,visilibity with the
project progress is less”
Transparent data is not available regarding
product development
Regional politics is too high (Transparency is
missing)

11.  “Resource capability”
Highly skilled resource are located in one
location fully overloaded
Parallel expertise build require lot of time and
not allowed in certain situation
Outsourced are not allowed in certain area
and certain scenarios
Skilled resources are in shortage

12.  Too many bugs to fix
 Team members are not wiling to do bug fix
 Product technology is outdated and no
fund to upgrade
 Extensibility is hard with legacy solution.
Expertise is dead with proven establish
legacy product.
 No product roadmap

13.  Too many layers in the organization. High
in redundant positions.
 Ownership , trust , maturity missing with
the team members
 Competent , capable team member are
missing
 Shortage of real talent and sharing ,caring
parameters are missing with the
organization
 Highly political and bureaucratic
environment

14.  Taiichi Ohno considered overproduction
the worst of all manufacturing wastes— it
hides the other wastes.
 In software development, duplication is
the worst of all the code smells.
 Duplication is the number one trigger for
refactoring. Refactoring significantly improve
code smell

15.  As Toyota teaches “eyes for waste,” so
team
 develop “eyes for duplication.”
similar values
similar variable names
similar code structures
loops of the same length
duplication between test and production code
similar error handling clauses

16.  Gerard Meszaros defined a set of project test
smells:
buggy tests—defects are found that should be
detected by automated tests. They were not
found due to mistakes in the tests.
developers not writing tests—no automated tests
are added while the developers are implementing
functionality.
high test maintenance—a lot of time is spent
maintaining the
 tests. And, when new functionality is

17.  Find as many smells as you can with your
organization.
 Convert those into business value and
prioritized those and find actions to
address those.