Geeks With Blogs
Ulterior Motive Lounge UML Comics and more from Martin L. Shoemaker (The UML Guy),
Offering UML Instruction and Consulting for your projects and teams.

Continuing The Project That Time Forgot, a UML case study in comic strip form... (Click pictures for larger images.)

Episode 31

After a long hiatus due to weather, illness, work, conferences, and more stuff than I can explain, the Lounge is back.

This Episode gets the ball rolling for Act II, so there’s not much new UML content here yet. But I can give you a few diagrams of the team’s review process. The process starts with some preliminaries, then splits into three threads of operations, each with a separate team:

Review Process

  • Design Review. This team, led by The UML Guy, will create a Design Assessment, summarizing the state of the design and any clear risks and concerns. The details of the Design Review look like this:

Design Review

    • Review the original design spec to determine the intent of the original team.
    • Review design documents and updates since the original spec.
    • Reverse engineer a design from the code. A good UML tool like Enterprise Architect makes this a lot easier, but not easy. VSTS 2010 will make it even easier, but still not easy. Incorporate this into a design summary.
    • Review the design with the dev team and revise until it’s ready for presentation.
    • Review the design with the full review team and revise until it’s ready for assessment.
    • Create the design assessment.
  • Functional Review. This team, led by Geek Girl, will create a Functional Assessment: a description of how well the system performs existing functions, with emphasis on usability and correctness. The details of the Functional Review process look like this:

Functional Review 

    • Review the existing requirements docs.
    • Review outstanding defect reports, and make those the beginning of a functional assessment.
    • For each function identified in the requirements, identify actors and user who represent those actors. Interview those users to determine how well the system really works, and update the functional assessment.
  • Requirements Review. This team, led by The Reader, will create a Requirements Assessment: a description of what requirements the system covers; and more important, what it doesn’t cover. The details of the Requirements Review process look like this:

Requirements Review

    • Review the existing requirements docs.
    • Assess the quality of the existing requirements. Are they quantified? Are they testable? Are they unambiguously stated in words, diagrams, and tests? Are they assigned business values and priorities? Do they have clearly identified actors and use cases and scenarios and goals for each feature? These and many more questions will help to create the requirements assessment.
    • For each actor represented in the requirements or discovered during interviews, identify and interview representative users. Determine whether they have missing requirements, as well as whether they know of or require previously unidentified actors.

For a really thorough review, you probably need at least three more threads of activity:

  • Code Review to inspect the code, either completely or through sampling, to identify how well it’s constructed and maintained.
  • Quality Review to identify Quality Assurance measures, Testing measures, and the status of each.
  • Process Review to analyze the processes followed by the dev team and related teams.

But for simplicity (and to keep most of my focus on my primary message), I’m going to restrict this case study to Design, Functionality, and Requirements. Code will be reviewed under Design, and Quality will be reviewed under Functionality. Process will be reviewed everywhere.

Is this a lot of work? Yep. But it’s a minimal necessary set of activities to review a project for status and risks after you’ve ignored them for a long time. It would be so much easier if you could do these sorts of assessments in real time right from the start as the project proceeds. It would be so much easier if you could report the status and health of the project at the push of a button, based upon the actual work the team does as they do it. Gee, wouldn’t Owner’s life be a lot easier if there were tools to do all that?

Oh, wait a minute… There are tools like that! In fact, there’s a whole category of such tools: Application Lifecycle Management (ALM). And my current favorite is the aforementioned Visual Studio Team System, perhaps the most poorly named product Microsoft produces today. Why poorly named? Because Visual Studio is a developer tool set, particularly a tool set for .NET developers; so when people hear a name like “Visual Studio Team System”, they assume it’s a developer tool set, only bigger and better. They assume it’s about .NET development.

VSTS is not about .NET development. Oh, VSTS includes Visual Studio, and then adds some powerful developer and architect and DBA and tester features; but those features, as powerful as they are, are just the icing on the cake.

The cake is ALM. VSTS is about your process and how you can define it and design it and manage it and track it, all through tools your team – your whole team, not just .NET developers – are already using. Your Project Managers can create task lists and project plans in Excel or Project. Your developers can work on those plans in Visual Studio – or not! If they’re working with Eclipse or other non-.NET tools, developers can use TeamPlain to access their work items. Testers can create and apply test plans. Executives can view summaries and reports and Key Productivity Indicators (KPIs) through a project Web portal.

And all of these tools are updated automatically as the team works, in real time, through the Team Foundation Server: a powerful set of databases, reports, services, and tools that integrate with Excel and Project and Visual Studio and Sharepoint and other tools to provide a seamless process involving all participants.

I didn’t intend this post to turn into an ad for VSTS, so I’ll leave you to explore further if you like. But I can tell you this: even if Owner had known about VSTS, even if he could’ve convinced Cowboy Consultant to look at it, they would’ve turned it down. Owner already balked at spending proper time and money on requirements and design. Cowboy Consultant already demonstrated that he has no patience for anything beyond the code itself. Well, as powerful as VSTS is, it’s not cheap (though I think it’s well cost justified), and it takes time and effort and training to use it properly. They both would’ve written it off as needless overhead, judging by the attitudes we’ve seen so far.

And those attitudes are going to lead to some mighty big problems pretty soon. Dinosaur sized, even.

One final note on today’s Episode. You may wonder why Dog is going out into the Park with The Reader and Stick Boy. Well, she’s a dog. She smells things, really interesting things. She wants to investigate, not hang around in some sterile, air conditioned computing center. Dogs gotta be walked, ya know?

Posted on Saturday, January 31, 2009 12:59 AM Ulterior Motive Lounge , VSTS 2010 (Codename Rosario) , UML , Requirements Patterns and Antipatterns , Development Processes | Back to top


Comments on this post: Ulterior Motive Lounge Episode 31: The Teams Split Up

No comments posted yet.
Your comment:
 (will show your gravatar)


Copyright © Martin L. Shoemaker | Powered by: GeeksWithBlogs.net