Organizational Product development smells

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Smells related to Organizational Product Development

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Organizational Product development smells

  1. 1. Chandan patary
  2. 2.  “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
  3. 3.  “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
  4. 4.  Process smells are symptoms of internal software execution problems.  Process smell reflect into the product which used by the end users.
  5. 5.  “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
  6. 6.  “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)
  7. 7.  “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
  8. 8.  Too many bugs to fix  Team members are not wiling to do bug fix  Product technology is outdated and no fund to upgrade  Extensibility is hard with legacy solution.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
  9. 9.  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
  10. 10.  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
  11. 11.  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
  12. 12.  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
  13. 13.  Find as many smells as you can with your organization.  Convert those into business value and prioritized those and find actions to address those.

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