uk-netmarketing Archive (2011-2015)

Not as embarrassing as your new name ;-)


On 2 Dec 2011, at 18:37, Angus Phillipson wrote:

> Yes,  rather embarrassingly I did.    But  actually it is pretty clever and  I love the simplicity and effectiveness of it.     
>  
> It’s said that 80% of requested features are unused.     So 30 to 40% falls well within that.  And why shouldn’t we aspire to eliminate that feature bloat?
>  
> We achieved a 35% change in scope on a bespoke build project for Esso recently.   That is 35% of things that we did not build that stakeholders  thought they needed before we started (and were estimated).    We replaced that 35% with new features that they found they did need,  but which nobody had thought of at the start.  That was done during development (iterative releases).   We’ve got the burn-downs to prove it.  
>  
> In that case the budget actually remained the same,    but the inherent value in delivery changed by some 70% in the same delivery timeframe.  I am not making that up, promise!  
>  
> If you know that you will know more about project and stakeholder requirements on day 2 than day 1, why not be responsive and change the scope, if you can?    
>  
> One of those things that I look back on and think why on earth did we not do that earlier…
>  
> Regards
>  
> anus
>  
> From: uk-netmarketing-bounces at mm.chinwag.com [mailto:uk-netmarketing-bounces at mm.chinwag.com] On Behalf Of John Braithwaite
> Sent: 30 November 2011 17:28
> To: uk-netmarketing
> Subject: Re: [uk-netmarketing] Sports - Community Website Platform
>  
> Hah! Did you just use the phrase 'paradigm shift' without a grinning a little at the cleverness of it all.
>  
> From what I have seen and experienced, I have not yet encountered any businesses (i.e. clients) who have seen the full benefits (the 30-40% you have quoted so openly in your email). So either:
> 1. It doesn't really work but is a nice idea and, but more of a market positioning than actual improvement, or
> 2. Those that use it keep the additional savings to themselves, or
> 3. I have missed out on all those actual 'real world' case studies of clients who have seen this sort of benefit
>  
> I have, however, been in many meetings with developers who claim that their process / go faster stripes will make my life so much easier and then, in practice, it doesn't.
>  
> Still, I always admire a new spin... to get the best out of it, you need to get yourself some 'chaordic agents' to employ too.
>  
>  
> On 30 Nov 2011, at 12:37, Angus Phillipson wrote:
> 
> 
> Hah!    John, Did you really just dismiss the most important paradigm shift in systems development process as a go-faster stripe!   I love it.
>  
> Agile is indeed easy to say,  and no doubt the credentials of the Ecademy SEO experts/coaches will soon include ‘agile coach’.
>  
> I accept it is easy to get wrong,  and when inexperienced teams get it wrong it goes very (very) wrong,  as you are removing the traditional project management constraints.   Which makes it risky in the hands of chancers.
>  
> However, after training, experience and with the right systems, methodology and client engagement it makes a phenomenal difference to the quality,  cost  and inherent risk of systems development. 
>  
> 30-40% successful scope change *during* development is not uncommon.   And that is 30-40% of ‘stage 2’ you don’t have left after the first implementation.  That is a very handsome saving in priority requirements over redundant functionality indeed.
>  
> And if you also drop in methodology like pair programming from XP and test driven methodology then you have something rather lovely from a development process perspective.
>  
> Much better systems, delivered faster and at lower cost.
>  
> What’s not to like?
>  
> angus
>  
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