Jay Fields is a software developer at DRW Trading. He has a passion for discovering and maturing innovative solutions. His most recent work has been in the Domain Specific Language space where he's delivered applications that empowered subject matter experts to write the business rules of the applications. He is also very interested in maturing software design through software testing. Jay is a DZone MVB and is not an employee of DZone and has posted 116 posts at DZone. You can read more from them at their website. View Full User Profile

# Pressure, Expressed in Initial Development Time

09.11.2009
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def Initial Development Time: In software development projects, initial development time (IDT) is the length of time it takes from the project's first line of code until the business derives notable value from it.
I've done plenty of projects in my career, some with an IDT of a few months and some with an IDT of a year or more. Based on those projects I've decided that I like the following equation to express the pressure felt by a team at any given moment during the IDT.
pressure = Fibonacci(current month of IDT)

note:This equation assumes all other variables are normal. Obviously a team that must finish a project in a month or suffer dire consequences will feel a much different amount of pressure.
During the first month, the team feels 0 (which represents almost no) pressure. There's no legacy code, few broken builds, no requirements issues. During the second and the third month, the team feels 1 (which represents more, but still very little) pressure. The first mistakes and hurdles have been found. The architecture is being pushed.

The following months follow the fibonacci sequence. At month four, the team feels a pressure of 2. At month five, the team feels a pressure of 3. And, so on.

The sequence isn't meant to be out of 100, 1000, or any other number. It's purpose is to show the progression of pressure as the as months of IDT pass. In an ideal world, a manager would understand that a team under extreme pressure will underperform, and the manager would do everything in his or her power to reduce the IDT.

### Consequences

Pressure can be good in moderation. Many Agile teams have iteration point goals which pressure the team to get a reasonable amount of work done per iteration. Unfortunately, pressure also tends to have the boiling frog effect.

Pressure often leads to compromises on quality. Far too often I've heard "let's just get this done, and then we'll clean it up." This is a good strategy if you are planning on cleaning immediately after completion (red/green/refactor). However, if you plan on cleaning it up "in the future", that step (the majority of the time) is forgotten.

Fibonacci works well for this (quality related) equation also.
% of code that "sucks" = min(80, Fibonacci(current month of IDT))
Most people wont admit that the code they are currently writing is poor, which helps explain why the percentage rarely reaches over 80%. Also, there's often some code that was written early, and never needed to be modified. Late in a project, looking at that code may be the only thing that keeps you sane.
sidenote: 50% of the time "this code sucks" can be directly translated to "I didn't write this code". On a project with many months of IDT you are bound to experience some turn-over, thus the amount of code that "sucks" is destined to go up. And, even if the original code didn't suck, the modifications done by the person who only half-understands the code probably do suck.
Innovation also seems to suffer on projects with many months of IDT. A typical (well functioning) project team tends to spend 20-30% of their time experimenting with new ideas that will make them more productive in the future. When innovations are found the dividends often greatly exceed the original time investment. Even when no innovations are found, the team often benefits from the experience gained.

Unfortunately, during IDT people begin to forget the value in innovation. They seem to visualize a path to the finish and charge down that path full speed with no regard for hurdles or environment changes. They are often unable to see the value in any time spent that doesn't already have "proven" value. Very soon, you begin to hear: "let's just get this done, and then we'll look at better solutions."

Between (unclean? dirty?) poorly written code and lack of innovation, the chances of dragging a code base out of darkness dwindle quickly as the IDT months drag on.

### Lies

Many Agile believers will tell you that the problems with pressure can be alleviated with Milestones. This is patently false. A solution isn't valuable to a business until it provides notable business value. You may be 13 iterations into the project with 2 milestones behind you, but if the business isn't deriving value, you haven't done anything more than show them partially working software. Partially working software is great for building trust, but it alleviates zero pressure with respect to IDT.

### Options

The only real remedy to the negative consequences of a long IDT is to create a shorter IDT. There truly is no alternative.

Unfortunately, some projects truly do take many months to deliver business value. I've found that some pressure can be alleviated if the team recognizes and adjusts to the pressure.

The 3 most helpful things I've found are:
• Weekly (scheduled) 1 on 1 discussions between the team lead and each member of the team.
• Take vacation. One person out for a week isn't nearly as catastrophic as a team full of burnt out people.
• Set aside, and always use, experimentation time. Innovations can give you a big boost that the project will definitely need in the long run.

Thanks to Lance Walton for feedback, and the phrase "Initial Development Time"

From http://blog.jayfields.com

Published at DZone with permission of Jay Fields, author and DZone MVB.

(Note: Opinions expressed in this article and its replies are the opinions of their respective authors and not those of DZone, Inc.)

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