Sunday, September 14, 2014

Process vs people – Or: Processes won't fix you bugs

In the last post I proposed a technical solution, a process to raise the urgency of failing tests in mainline production. By closing mainline for changes when the build is broken the “Green Mainline Policy” is able to put so much pressure on developers that

“There are no excuses for not fixing the issue anymore. But does this change the attitude we talked about earlier? Probably not.“ 

It is obvious that this proposal, so far, could work as a technical emergency procedure only. Nothing has been said about or done to reduce the occurrence of Sporadics in the first place. Thus up to now there is only a mitigation strategy for the second order problem of Sporadics showing up in mainline. This second order problem could be attacked by a technical solution. In software development we are very good at technical solutions. We do not embark on stupid tasks we would rather write a script to do it for us. And it is even one of the agile principles to automate as much as possible to get rid of recurring secondary tasks that would keep us from anything but coding new features. What we are usually not so good at is the non-technical part of it all. Attitude is non-technical. And changing attitudes is not scriptable. Changing the “Sporadics don't matter” attitude or the habit of ignoring them would be to tackle the root cause of the issue. As usual attacking the root cause is much more complicated than alleviating symptoms. (A nice blog on this could be found at http://www.false-summits.com/?tag=sopd

What is missing to make the “Green Mainline Policy” a holistic approach that tackles the root cause?

To present you with the typical agile coach reply: It depends.

Suppose a project that suffers heavily from Sporadics. Introducing the “Green Mainline Policy” and enforcing it in this strict manner would only add to the multitude of pressures from all directions developers are faced with. The developers have to be part of the equation to make this policy a success. So, it is time to think about the people involved. We want them to understand Sporadics are  a mess and need to be fixed quickly. And we want them to prevent those Sporadics from showing up in the first place. We want them to change their attitude, their usual behavioral pattern to make this policy a success.

And this is where it starts to get tricky. There is no simple answer to that, because we are talking about people. People are different. People are special. When dealing with people one has to deal with gurus, techies, quality-guys, process-lovers and process-haters, people fond of this and people fond of that (preferably the very opposite). There are people that want to change the world and people that want to make a living. All of them have their reasons. And all of them are valid and respectable. When we are about to enforce new policies or processes we need to understand that people act in (at least) two roles: the Person and the Developer. The change in processes affects the Developer. He has to adopt to new policies or processes. As a person I might not like these policies. As a developer I would have the obligation to stick to them otherwise my job may be at risk.

Bringing about a “Green Mainline Policy” to a project that is riddled by Sporadics is to bring about a transformation that takes time. We want to change attitudes and habits of professionals that have their experience some of which may be on the job for a few years others for a dozen or even more. They are used to what they always did, what they learned back then or in between. Every single person needs to be picked up from where they are in terms of knowledge and in terms of the way they usually work. 

There might be a number of people that would welcome the policy for it supports the way they always wanted to work and probably did in the past. But it is likely that the majority of people will have reservations. My experience as an agile coach shows that most of them are born out of lack of knowledge how one could do otherwise. Many times in a training when telling people about test isolation, testing pyramid and things alike I heard sentences like these:

“Why didn't anyone tell me this before?”
“Wow! It's awesome!”

What I've seen in my life as an agile coach is a huge amount of end-to-end tests and a lack if not absence of any other type of test. I consider this the main source for Sporadics. In my opinion the agile techniques like test isolation and the knowledge about the testing pyramid as well as the SOLID principles would be a foundation for developers to build on. These techniques give them the instruments to stabilize their tests, to improve the code they write, and to get rid of the superfluous end-to-end tests. The improved code will be better testable which would bring about even more stable and quicker tests.

Teaching would be one aspect. Coaching is the other. My experience shows that a training is a nice place to learn about the techniques and even to practice them but there always will be the real code that does not support the newly learned techniques just like that. It proved to be a good idea to have experts around that understand the techniques and that know the code base for they are able to support the developers to bring the new knowledge to the old code base. Only if a developer will get support in an individual case at his code he will gain the insights he really needs. This support will help to counter the:

“This might work in area XYZ but in my area things are different. It won't work at all.”

Don't ask me how often I heard that one. But I did not tell this to make jokes about it. Someone who said this needs support to find a way how the agile techniques may work for her. When such an obstacle could be overcome this would convince people the most.

So, I'd like to extend the “Green Mainline Policy”:

  • Invest in the people by teaching them agile techniques
  • Make sure to provide ongoing coaching resources and support in individual cases by experts that know the code base and the “environment” as well as the agile techniques
  • Invest in cleaning up the code, make it more testable
  • Invest in cleaning up the tests, stabilize them

It is obvious that these things will take time. That's why I would propose to go for a more human handling of the “Green Mainline Policy” emergency process. There should be owners of the mainline that function as a gatekeeper. They would decide when to close mainline for changes. When mainline breaks they would have a look at the failure and classify it. If it qualifies for instant fixing than this will be requested and mainline will be closed. Sometimes the fix may not come that easy then at least a root cause analysis should be requested and mainline will be opened when this analysis proved there would be no easy fix. And so on. It depends on the situation you find yourself in. Sometimes even the strict CI server solution would work fine for you right from the start. In all other cases the reins need to be tightened in accordance with the progress in education and code cleanup. Things need to be improved incrementally. Any small step will make it better than before.

Yes, this is no easy solution. It will take time to implement. But it took quite a while to make the mess. Cleaning up needs its time too. Next time I will have a closer look at the types of Sporadics. Knowing these types will pave the way to propose solutions how to avoid them.


Read also:


The opinions expressed in this blog are my own views and not those of SAP

0 comments:

Post a Comment