2Paths News

“Are we a CMMI certified company?”

I was speaking with a business associate the other day. We were learning a bit about each other’s companies and he asked me this question. I answered as well as I could, trying to balance the art of diplomacy with frankness. I confessed that we were not, and that while there are many good things about the Software Engineering Institute (SEI) and its processes, we are a rather different software company than those that benefit from their Capability Maturity Model Integration.

“CMMI prescribes an intense process, and requires a lot of documentation in order to guarantee quality, repeatability and ongoing improvements, while we are an agile shop that is focussed on delivering high quality software with a well-defined but very lightweight process,” I told him.   “CMMI is geared toward keeping a symphony-orchestra-like software company on track. There are a lot of players and the organization needs to move seamlessly forward when new players are switched in. We are more like a jazz ensemble: our extraordinary achievements are accomplished by recognizing the star power of the individuals in our team, and we are oriented toward freeing and empowering them.” I went on to describe a bit about the agile methodology, and how both the SEI and agile thought leaders are attacking the problem of managing software development from different directions. We are very interested in the quality of our software, and are constantly revising our processes to that end — its just that our context and techniques are different from CMMI.

After our meeting, as is often the case after I have charged forth with an off-the-cuff speech, I reflected on whether what I had asserted was really true. Are my previously held opinions of CMMI actually valid? I did a search on agile and CMMI and a few interesting articles dropped out. There are not a lot of good hits, and those that I viewed all validated the apparent antipathy with phrases similar to: Agile and CMMI: Oil and Water? It does seem that the community concedes that Agile and CMMI appear to be at odds. However, it seems that there may have been a spark of interest in reconciling the two methodologies a couple years ago. And although there are less hits discussing the topic more recently, it appears that agile thought leaders are participating in defining the next version of CMMI, and I will certainly review version 2.0 when it appears.

I’ll just pass on one article, which is provocative and well-written:
http://www.agilemanagement.net/Articles/Papers/StretchingAgiletoFitCMMIL.html
This article justly received a healthy distribution, so you will also find it on other sites. It describes David J. Anderson’s 2005 experience in designing an agile process for Microsoft’s Solutions Framework that was CMMI Level 3 compliant. The article is remarkable in providing details on the theoretical compatibility of CMMI and agile methodologies, drawing on the thinking of W. Edwards Deming, as well as describing how the principles were put into practice for Anderson’s MSF method.

While 2Paths is not currently in a position to begin the process of becoming CMMI compliant, there is much food for thought in Anderson’s article, and I expect that some of our upcoming process improvements will benefit from our studying it.

In this case, I learned a lot from attempting to speechify on a topic I was not fully abreast of!

In every team, there is a dynamic energy that draws it together. We recognize that the individuals in our team are not only critical to our success, but are also motivated by it: the key is simply to enable each of us to most effectively play our part.

As a small shop, we must all play different roles at different times. Our effectiveness is based on adapting to the shifting demands on our team throughout the project lifecycle. Each of our developers is both a specialist and a generalist. Besides constantly enhancing our general abilities, we actively cultivate complementary individual specialization, enhancing our ability to deliver technically distinguished software.

While shifting roles and specialization help us remain interested and committed, effective leadership is required to ensure everyone is playing the right role at the right time. We are oriented to shift roles as needed, and this includes the leadership role. While some team members possess natural leadership skills, others have particular knowledge and insights which are critical at certain points in a project.  Smoothly transitioning leadership — sometimes on a daily basis — is a sign that our team is adapting well to the shifting needs of the project.

Such a dynamic culture is only possible with timely open communication. This includes communication between our team and the client, as well as within our team. We need to quickly share information as it becomes available. At a minimum, we have internal daily project meetings, and must be ready to remove impediments as they arise. We require our client to be available throughout the project to provide clarification and direction as needed.

Its not easy to establish and maintain such a dynamic team environment, but it is highly effective. We are able to deliver high quality software more effectively than either a solo developer or a large organization. This is very rewarding for all of us, which galvanizes our commitment to pursue and refine our approach.

When you’re on the stage and the curtain rises, it is easy to appreciate the value of getting it right the first time. If you’re well-prepared and on your game, you can be a star, if not, you’re a soon-forgotten nobody.

Early software development embraced the “get it right the first time” approach, following general engineering practices, but for many reasons, this approach did not always proven to be effective. There are obvious benefits to building a road right the first time, and extensive preparation is rewarded. The software development landscape is neither so well-defined nor as stable as the physical landscape upon which highways are built. Also, the cost of revising a road after it is built is likely higher than for rewriting code.

Nevertheless, it remains an intuitively attractive approach to attempt to get a job right the first time. “Measure twice, cut once” remains a popular expression. It requires a mind shift to feel comfortable embarking on a project knowing it will need to be revised, especially when there are pressing budget and timeline issues.

It helps to consider contexts in which an exploratory, iterative approach is favoured. Agile software development has something in common with the other side of the stage: appreciating the performing arts. When presented with a new play or piece of music, it is a vast unknown to the audience, just as the business problem is an unknown to the software development team. Of course, in both cases, the audience and development team will be drawing on whatever knowledge they have of the work in front of them, whether previous works by the same author, or what is known of the business or similar businesses.

On first listening, the audience can only follow the plot — every new development is seen as arising from what precedes it. The audience should not try to comprehend it all. The first time, the audience should just go along for the ride, with the goal of getting a general idea of the work. On the next experience, the audience will know the outline of the story, and can begin to appreciate some of the nuances: how are they being manipulated to expect one thing, when another thing is really happening? how are themes and resonances being developed below the surface? Shakespeare and Beethoven are not fully comprehended after many, many listens, and as author Jorge Luis Borges said, “Only rereading counts”.

With software development, we acknowledge that the business problem is difficult to understand and constantly shifting, impossible to grasp on the first pass. By the time one spends enough preliminary effort to get it right, the business has changed and the solution is wrong after all. We have found that the most effective approach, in many cases, is to get a quick overview of the problem, then lay out a simplified solution. By going through this exercise, knowing it will not be completely right, both the company and the developers gain insight from the exercise, and are in an excellent position to build on their experience.

Having functional software to explore, the company will have much incisive feedback regarding how that software does not serve their needs, as well as how it does. Through subsequent iterations, client input from direct experience is quickly applied back to the software by 2Paths. The same issues will be revisited, and based on the evolving software, the solutions gain depth and sureness. We efficiently build up a store of experience from not getting it right, in order to confidently converge on an effective solution for the business when the curtain finally does go up.

Business Announcement:  Carlson Wagonlit Travel awards 2Paths Solutions contract to create an online reservations application.

Vancouver, BC, September 4, 2007 -  2Paths Solutions (www.2paths.com) is proud to announce that they have been awarded a contract by Carlson Wagonlit Travel Canada to create an online reservations application.  Key drivers for the the development of the application are CWT’s desire to continue to provide superiour service to their leisure customer-base, as well as CWT’s corporate partners.  2Paths was selected based on their reputation of being a high-performing software development team.

About Carlson Wagonlit Travel

Carlson Wagonlit Travel is a premier provider of business travel services, leisure travel services and meeting & event planning services.

About 2Paths Solutions Ltd.

2Paths Solutions is a high-performance team of software engineers who develop non-generic java web applications that solve work-flow and transactional information processing for businesses.

Contact:

Merrill Highet
Director Membership Marketing
Carlson Wagonlit Travel
mhighet@carlsonwagonlit.com
(403) 508-3005

Only 3 days to go before my longest walk ever - 60 kilometers. It’s the Weekend to End Breast Cancer event, and I have been gearing up for it since January. Lots of walks and fundraising. And the many associated discussions with friends and family about how cancer has touched each of us have moved me time-and-time again since I signed up. My mother is into her third year post-cancer treatment and her health is fabulous. I have cousins who are ten years plus post-breast-cancer survivors. And, my dear friend, Colleen, in Toronto just finished her chemo last month, and is recovering nicely. I count my blessings for these survivors, but I know there are many who were not as lucky. So, that’s why I’m feeling good about participating in the Walk for the Cure.

For those who have not heard about this event, the Weekend To End Breast Cancer (August 17 to 19) benefits the B.C. Cancer Foundation and raises money for breast-cancer research and care. One in nine women will be diagnosed with breast cancer. The weekend involves a 60-kilometre walk and each participant must raise at least $2,000. So far I am at $2750, which is amazing, but I still have a ways to go, since I made a personal goal of doubling the required amount. I want to make a special shout-out to my 2Paths CEO, Aaron Gladders, for offering to do a 50% match on whatever I raise. That will put me right on target for my $4000 goal. And of course, I want to send special thanks to every donor out there for their contribution and moral support.

I must say, we have certainly come a long way since the days of collecting money for the Terry Fox run (didn’t we all do that at one point in our lives?), with our clipboards and pens, writing down all the donor’s information, and hoping we got it right, so that tax receipts can be mailed, and cheques can be processed. I know I am biased, being in the business of custom software solutions, but if I had to say the single biggest benefit in terms of fund-raising for this event, it has definitely been the Technology. The automated system used to notify friends and family of my participation in the event, which allows donations to be made electronically, and receipts to be mailed instantly, made it an absolute cinch to raise the funds. And best of all, no awkward conversations about whether you want to donate or not. Your distribution list gets an email announcing your involvement, and then they makes a decision in the privacy of their own home (or office) about whether this is a cause they support. For those who loath those fund-raising conversations, the Technology has made a monumental difference!

One thing is for sure, through technology, raising awareness, generosity of money and time, we can join forces and make a difference and as they say “Let’s make Cancer history”.

Your can make your donations directly when you visit my personal page on the BC cancer foundation website.

http://www.endcancer.ca/site/TR?px=1222922&pg=personal&fr_id=1203

Thank you kindly for making a difference.