Organizational Product development smells
Upcoming SlideShare
Loading in...5
×
 

Organizational Product development smells

on

  • 547 views

Smells related to Organizational Product Development

Smells related to Organizational Product Development

Statistics

Views

Total Views
547
Views on SlideShare
544
Embed Views
3

Actions

Likes
0
Downloads
2
Comments
0

2 Embeds 3

http://www.linkedin.com 2
https://www.linkedin.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Organizational Product development smells Organizational Product development smells Presentation Transcript

  • Chandan patary
  •  “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
  •  “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
  •  Process smells are symptoms of internal software execution problems.  Process smell reflect into the product which used by the end users.
  •  “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
  •  “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)
  •  “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
  •  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
  •  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
  •  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
  •  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
  •  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
  •  Find as many smells as you can with your organization.  Convert those into business value and prioritized those and find actions to address those.