Measuring Code Quality

Code quality is vital for true continuous delivery in an agile environment.  Teams need to be sure that their code quality is at a standard that will not break the build in order to allow fast progression to live.  Teams also need to ensure they have a good quality continuous integration / continuous delivery pipeline.

In order to assess code quality across the business you will need to set a baseline.  From that baseline outline steps to show both the improvement of the team and of the business as a whole.

I used the grid below to work with my clients key service teams to create a code quality maturity baseline.

Code Quality Metrics

The example baseline table below gives clear indications of where effort was required for improvement  1.  In each of the teams (Viewing vertically) and 2.  where to focus effort across the business as a whole (Viewing horizontally).

Maturity Grid

Initially teams may be resistant, they may not want to discuss ‘code quality’ and have their service reviewed.  Work with Senior Team members to make it clear that the purpose of the review is not for reprisal, but to see where the business is currently and how the collective could improve and deliver benefit to the customer.  Combine this with a demonstration of the benefits of TDD (Test Driven Development), good Unit Test Coverage and the use of tools like stylecop and sonarqube through a working scrum team delivering shippable software on a two weekly sprint cycle to change attitudes.

In my experience, teams will began to look to the demonstration scrum team for ‘what good looks like’, joining the scrum ceremonies especially the retrospectives.

For my client, shippable code quality improved with the teams taking part in the programme.   Commits did not progress if they broke the build and acceptable test coverage was set at 80%.

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Dealing with the Change Curve

ChangeCurveWhen you implement a new technology platform some people will be on board and excited at the prospect of a new and usable product, other will be worried that their knowledge and skills will become redundant and the new product will cause problems, slow things down and make their life more difficult.

It is normal to find more of the latter than the former in any business. So how do you deal with the problems caused by the change curve?

It is important first to understand the reasons people are resistant to change:

Political
  • The change will reduce my power base!
  • I will not let the center tell  me how to run my business!
  • What does this mean for me/my career path?
  • How will this affect my ability to influence?
  • Who will win from this?
Rational
  • I do not believe the change will actually improve performance!
  • How will this work?
  • I can not see how the savings will be made!
  • Is this “doable”?
Emotional
  • How does this affect the people/things I care about?
  • Will we still be true to our values?
  • I’m not supporting anything developed by them which I haven’t contributed to!

How do you combat these?

Talk to your stakeholders find out who is most likely to be a naysayer and get them involved early. Rumors and bad opinions spread fast so getting those that are most likely to complain to feed into the project early is good.

Find out what peoples worries are, perhaps using a social platform like Yammer and give good quality reasons to dispel them.

Once you have the worries set up discussion groups with other more engaged end users on your social platform, bringing the two groups together in open discussion can be useful to win over those who are no quite as engaged as others.

Open conversation is key to show those who are most concerned by the change the inherent benefits.  Remember you can’t please all of the people all of the time, but if you can please most of them you are more likely to succeed.

Critical Success Factors in CRM

CRM2013I came across an article on Critical Success Factors in CRM:  Original article

I thought it might be useful to look at how one of my recent clients  CRM implementation compared against this critical success criteria.

The article stated that to achieve CRM technology deployment success requires a balanced approach. Focus on all four fundamental success factors:

Process. Nearly half (44%) agreed their CRM projects faced problems grounded in: poor or insufficient definition of business requirements; inadequate business process designs; and, the need to customise solutions to fit unique organisational requirements.

In my recent CRM implementation, well defined business requirements and early engagement of key users and stakeholders gave Shelter a good understanding of processes and user needs. The agile inspect and adapt development cycle gave my client the opportunity to tailor the solution early and drive the platform to deliver the key benefits.

Where a bespoke solution to a unique organisational requirement is required, concentration on the benefits and outcomes guided the initial development. Early end user involvement ensured that the bespoke solution met end user and business needs.

People. More than two-fifths (42%) agreed that their problems were “people” issues: such as slow user adoption; inadequate attention paid to change management and training; and, difficulties in aligning the organisational culture with new ways of working.

Again, early engagement of key users and the agile inspect and adapt cycle allowed my client to “listen and learn” from this issues of both the existing platform and the new CRM solution.

A communications plan for each of the Phased delivery User Group and the availability of the Project Team to answer questions and perform show and tell drove interest in the new CRM solution meaning users were quick to adopt the new way of working.

A Train the trainer approach to deployment and end user knowledge transfer meant that end user teams had a ‘SuperUser’ to turn to when getting to grips with the new platform. Regular feedback to the wider business from new users through the intranet is raising awareness in a positive light.

Strategy. Two-fifths (40%) agreed they had the challenges related to CRM strategy, such as: a lack of clearly defined objectives; poor solution deployment practices; and insufficient solution governance practices.

The phased approach to the CRM roll allowed the progamme team learned from each phase of the delivery and could therefore adapt the process to best serve its requirements and end users.

My client’s existing ‘benefits map’ give the programme delivery team clearly defined objectives to work towards for each of the end user groups. Regular update meetings with the Stakeholders, Project Team and Strategic Programme Board ensured that benefit targets and key milestones were met.

An Agile approach to development and rollout allowed my client to deal quickly and effectively with change management and prioritisation.

Technology. Only about one-third (35%) agreed they had technology deficiencies such as: data problems; functional shortfalls in vendor solutions; lack of the required skill sets needed to implement the solution; system performance shortfalls; and, poor usability.

My client used a recommended third party supplier and brought in the necessary skillsets that were missing from the core project team to implement the solution. The vendor and my client took time to work together to create an understanding of the business, its goals and the benefits required from the CRM solution, this helped define the criteria for the development of functionality.

I helped my client consider the technical infrastructure early in the project. One of the early goals was to define and deploy a hardware solution that would adequately support the CRM platform and improve the day to day experience for end users.

Early end user involvement in the development process has ensured good quality usability feedback could be incorporated into the development process.

Five Reasons Microsoft Lync 2013 Matters – CIO.com

lynclogoFive Reasons Microsoft Lync 2013 Matters – CIO.com.

We are currently helping Shelter roll this our to 150 users a a pilot for a business wide implementation.  Skype and Office 365 should reduce costs for the business and increase the number of people helped by front line staff.  Lync will give front line staff access to the people and information they need within Shelter quickly,easily and remotely.

MS Dynamics CRM – Licencing Hell

OK, anyone who has dealt with MS Dynamics CRM Licensing in the past will know it’s hard work.  Really, really hard work.  Its made even harder when you need to add charity pricing, you are waiting for POLARIS and the possibility of muti-tenanting.

The pricing structure and the way a charity must order its licenses  has so far changed twice; POLARIS has been delayed, we need more instances, and we need them soon!

 

 

Shelter – MS Dynamics CRM Integration

We are currently helping Shelter the housing and homelessness charity deliver one of their key principles, ‘helping more people’.

The implementation of an MS Dynamics CRM 2011 cloud service will reduce the current helpline administrators call processing time considerably allowing more advice to be given and easing the process of referring those who need help to the right internal or external service.

Agile Ninja is helping Shelter become more agile in their processes using the CRM implementation project as a launch pad for this change.  A short delivery timeline with a non negotiable delivery date…lets get Agile.