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Granted getting a build to work properly, or successfully branching config items as a new iteration starts up will never be quite as exciting as a goal from new boy Wayne Rooney, but one would think that getting it right first time and doing it right would save a lot of mental anguish the management types persistantly endure. Can management not see that from their perspective on the world of costs and time to successful delivery that development is directly affected by minimising things like buggy code, late deliveries, badly managed config items, slow build times and poor deployments?  More frustrating for someone like me, who likes things to work smoothly, properly, etc. and who'd rather spend extra time up front getting everything organised and automated so as to save time and be in a better position to respond to or avoid critical situations later, is that even trying to persuade the management types to buy into some of the process concepts is near impossible. Let alone apportion budget for Process improvement. I won't even go there... Some of the things I've found help get a groundswell in this endeavour are:
Then again, perhaps not as interested in Process as the next game of football! Charles Edwards has been involved with software development for 22 years. He is a contributing editor for CM Crossroads and an independent consultant who performs RUP implementation for organizations that recognize the need to improve their software development process. He works with and contributes to the www.processwave.net web site for process engineers. You can reach Mr. Charles Edwards by email at charles.edwards@processwave.com
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... Good article. In the case of the team I belong, we are running the Process Improvement Board. This boards gathers issues relating to Process Improvement, and tries to make solutions for them. |
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