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Lately I've been feeling like I'm being pulled in different directions. In my company there are a lot of forces demanding my time and I'm having a hard time deciding which direction to focus my energies.
I have the choice of several different coding projects, some of which could demand a lot more work over time, and present unknown challenges.
How do you decide what to work on next in the big picture? Grease the squeakier wheels? Low hanging fruit? (translation: easier projects)
Do you have a system for determining and reaching your goals?
We've used a value graph to identify projects based on value vs. effort, as a part of lean.
A few of the things I ask that affect what I work on :
Are any of my tasks holding up other developers or keeping other people from being able to do their work? If so, it'll probably get done first.
Do I have any tasks with deadlines coming up? If so, it might be the next candidate to work on, unless I can justify something else being worth the task slipping schedule.
Will work on any of the tasks affect (make obsolete / make easier / make more difficult) any of the other tasks I have? If so, it might get moved up.
Is there a good chance that any of the tasks will change (requirements still not concrete / other tasks out there that might affect it), making time spent on it now likely wasted? If so, it gets moved down.
Are there any things that just really bug me, that I think I can get done before anyone notices that I'm not working on whatever my boss thinks is the highest priority. (which is justified because it'll distract me from thinking about the other things).
Are there any tasks I should work on while things are still fresh in my mind?
... other than that, we go with a combination of whatever sort of fixed deadlines I have, what tasks I have that might be holding up other people, what the boss wants first (I like this boss, and I only have one giving me tasks ... in the past, I'd've answered differently), which ones seem more interesting, which ones I can get done quickly to just get them off the list, etc.
There have been times when I've had more than one manager, and I just had to put everything on a list on a whiteboard, and told them to number them (17 items, which kept growing). Management balked, but I was sick of getting bitched out at meetings week after week with stuff not being done, and having to go through the list of every 'emergency' task I was given. (and being told that any manager in the department was allowed to task me in the case of an emergency ... which was something like 30 people ... and being bitched at when I asked who got to decide if it was an emergency or not.)
When I have the choice: whatever seems to be the biggest challenge with the most fun attached.
Fun + challenge = rapid learning, to me.
And sometimes that takes me away from the technical stuff - people can be a fun challenge too.
I tend to weigh 4 items based on things when deciding what to work on next:
Is this item a requirement for something else?
Can I work on this item yet (ie, am I waiting on something for it)?
How fast/easily can I get this item done?
How interesting do I find the work required for this item?
I my current team (working on a variety of Business Intelligence software projects), we've recently started adopting a variant of classical "agile" project planning and estimating -- everybody seems to be pretty happy with it so far, including us (developers of different levels of experience), the product managers (highly technical people, typically also with some development experience, but mostly interested in the business side of things), management (pretty technical at the level we report to, but also less-technical, more-businessy directors and VPs), and other stakeholders (users and would-be users of our software). But, of course, it is early times, and we'll adjust as we go along. (In the past few years I used other variants of this in very different application areas, such as cluster management software; but I've often also used more ad-hoc, less-structured approaches).
The outline is as follows. At each iteration (we're currently on 2-week iteration cycles), the PMs choose some "elementary units of business value" that they might like to get from projects in our area -- a typical unit would be one feature, a bug fix, some optimization aspect, etc. In a small meeting with tech leads and one or two senior engineers, each unit is decomposed into engineering tasks (and dependencies among tasks are identified). In a larger whole-team meeting, the relative "cost" of each task (how much time, roughly, it will take to perform that task relative to other tasks) is collectively assessed (we're using completely abstract units of effort we call "points", though I've seen other teams use less abstract units such as "ideal engineering-days"). The costs assessed include unit testing and technical documentation.
The tasks, each with its assessed cost, go on what's called "the backlog" for the team, together with "internal restructuring" tasks (typically refactorings that will deliver no new user-observable plus, but will make further development and maintenance more productive), also with assessed costs and a summary of expected benefits (which must be expressed in ways understandable to the PMs -- fortunately, as I said, ours are highly technical people). A refactoring may also, by engineering team consensus, be deemed a prerequisite of certain business-requested tasks (e.g. "makes no sense to work further on component X until class Y, too large, is properly split, which will take N points").
The PMs now get to order the tasks in the backlog in any way they prefer, based on the business value that completing the units those tasks make up would deliver, subject to the dependency constraints. They have a good idea of roughly how many "points" the team may accomplish in a 2-week iteration (our "velocity") based on past results, so they try to make sure some business-valuable release can be performed at the end of the iteration (as opposed to having many business-valuable thingies "in flight"... but none completed and deliverable to stakeholders yet!-).
The team then devotes about 80% of its time and effort to tackling the top-priority tasks as designed by the PMs (including pair programming some of the time, for particularly urgent tasks or for situations where one team member needs to learn more about some technology or some part of the codebase, and another team member who's an expert in those is available for pairing up with them for a while). The priority order is an important indication, but it's not entirey rigid (e.g. if the top task requires extensive work in Java, and the second one requires it in Python, I may well pick the second one, as my relative productivity will be enormously higher that way -- and vice versa for a team member who's a Java guru, etc etc).
"Priority 0" aka "Code Red" issues may arise at any time, and, if they do, by definition they will take priority over any other task (and be accounted for only retroactively in the planning, to make sure velocity is assessed properly). But, as we do a pretty good job with testing, release engineering, and other quality-assurance practices, those emergencies are fortunately few and far between.
This, plus other "mandatory" ways for engineers to spend their time (training courses, all-hands meetings, quarterly performance self-evaluations and peer reviews, etc), is supposed to account for about 80% of engineers' time -- the remaining 20% being time each engineer should devote to "something completely different" ("blue-sky" exploratory projects, "egineering community" efforts, open-source contributions, etc, etc), not directly related to the projects at hand. Nobody actually measures the hours precisely, but that's still a useful guideline (I keep thinking of ways to make measurement easy and painless that I could implement in my 20% time, to help me allocate time and effort more precisely, but I haven't actually gotten any round tuits yet;-).
Easy. I ask my boss.
High value + Low risk.
Only go on high value + something with higher risk if you already have a track record in the company / credibility.
Easy: What is the highest and best use of my time.
If I am involved in a project and that isn't the answer to that question, I ask myself why I'm working on it and how soon can I finish it.
:) On Job i left this decision n my Project Leader and Team Leader, As they know better
"What is project priority"
At home, i do where i see fun, learning and challenge
When I have a choice about which job to start next I try to find a balance between two things: quick, easy fixes that are highly visible (e.g. fix the non-critical bug that a user has been complaining about) and taking on a project where I can use something I've been learning about. I find if I alternate between those types of jobs I can keep myself and my co-workers happy.
I'd look at what has the highest priority from management's perspective for an intial prioritizing of upcoming projects. If they are all priority 1 projects, then there are a few other factors that may help my decision:
Do I see how valuable the project will be to the organization? Is this the type of thing that really helps with the competitive advantage that we have?
Does there seem to be a buildup of projects of a specific size? For example, are lots of little projects being ignored for the few really big ones? If so, I may take some of the little ones that may be seen as quick wins that may help my team look good.
Do any of these projects use my strengths? This can be a bit hard to determine but it could help a lot with motivation, at least using the Marcus Buckingham interpretation of a strength.
What teams and structures are in place for the other projects? I don't think I'd want to join a project that looks like a massive train wreck about to happen. Is there enough structure so that I won't go off and do my own thing that may hurt the project's chances of success? Do I believe I could handle working with X using methodology Y and technology Z?
Those are a few of how I'd look at making the decision, along with talking to my manager as part of this is his job, right?
You should ask yourself a question. Are you pursuing a general IT career path which may or may not include your current company, or, do you intend to have a long career with your current employer?
If you intend to have a succesful IT career moving around differnet employers then, sadly, the most succesful strategy is "buzzword collecting". Identify the current/next big thing and try to get it on your CV. e.g. FInd a trivial AJAX with SOA back end project which may never go to production, this will enhance your value to future employers even if the project had little value to your current temployer.
If you plan on a long career with your current employer, the most succesful strategey would be to align your goals with the business. For instance the most critical project for the business may be upgrading an old unsexy VB/Oracle stock control package to include an ancient EDIFACT interface with a new supplier. If you are seen as a key player in the success of such a project you will rank very highly (and rightly so) in your employers esteem, and your opinions and advice will be taken seriously.
Since you didn't specify whether you talk from developer or manager perspective, I'll try to cover both.
Providing a framework for prioritisation of efforts is a management’s direct job. The immediate day-to-day prioritisation may stay with management or be handed over to developers.
The decision who should work on what and when in average company is likely to be perceived as a matter of power, control and prestige by both groups and one who makes the most prioritisation decisions as clearly more important player.
In shrewd companies, however, it is well understood that decisions have several interesting properties:
Each takes time and effort to make, which is diverted from doing the actual work.
Every decision is a trade off
To make a good trade off one who makes the decision needs all the right information in her or his disposal
Subsequently, management doesn’t have all the information to make every decision and nor they likely to have right information to make a good trade off in each case, but developers cannot spend their time doing hundreds of prioritisation decisions per day instead of producing software, nor do all necessary co-ordination.
Hence the solution is for management to create a simple framework for task assessment and prioritisation and hand it to developers who will quickly apply it on case by case basis, filling the gaps. In management lingo such framework is called strategy; it saves time by removing repetitive redundant decision making, gives focus and consistency to the efforts, and provides direction. It should be detailed enough to remove the burden of re-assessing the situation each time, but loose enough to allow developers to make right choices when it matters.
The framework itself may give very straightforward rules for making decisions or, alternatively, provide some analytical methods such as Pareto, SWOT, Cost Benefit, Expected Return analysis or Porter Five Forces etc. However, it is worth keeping the rules simple, unambiguous and as straightforward as possible.
Joel Spolsky made available to the world several very good internal software strategy documents written in plain English. Not all documents are directly to do with developing software (showing that it viable actually to have a different unrelated decision frameworks for various aspects of the company life). Also since the documents are several years apart it’s actually possible to see how these frameworks kept changing to suit the situation:
Fog Creek Compensation
Our .NET Strategy
Set Your Priorities
Fruity treats, customization, and supersonics: FogBugz 7 is here
If you're intrested in choosing what things to work on from a personal point of view one of the best advices around in my opinion is the one given by Paul Graham in his essay "What You'll Wish You'd Known".
Fundamentally as software developers we are business enablers. Your priorities should be in tandem with business priorities and be pragmatic between quick wins and larger strategic initiatives. Effort and Priority make an excellent matrix in which to score projects taking the least effort/highest priority first.
From the tone of your question it sounds like business priorities are either unclear or there is conflicting direction between stakeholders. This is the place to start and it will make your decisions much easier once it is resolved.
You really need to discuss this with the business because only they can tell you what has the highest value to them. After that, I would go after the items that carry the most risk because if something is going to cause a schedule to slip it's best to know early rather than late.
If you're having trouble with what the business priorities - usually caused by being on multiple projects with different stakeholders who all think that their project is the most important - you can try getting both stakeholders in a room to discuss which project is higher priority. Or you could delegate that negotiation to your manager as that is actually his job.
I tend to work on multiple projects at one time, so I will work on a harder project, make some headway, and when I get stuck and need to think about how to do the next part, I will go to some low-hanging fruit, so that I can continue to make headway, as I give my subconscious time to work on the harder problem.
But, it really depends on your priorities. I have never been good at just trying to impress people, so I just quietly go about trying to get work done.
If we're talking in a work environment, i go through and just prioritise things - what is mission critical, what is urgent, and then anything else just gets put into the list and it gets done in the order it comes in.
As for picking the next big project at work, i like to do what offers the greatest challenge. I had been working as a developer for a year and i had the opportunity to do some work for a very large company working with some security experts and doing things i'd never done. So i chose that, and it looks great on my resume.
In terms of personal development work (not as in self help), again i'll offer something that challenges me. It's got to be something that i haven't done before. It doesn't matter if someone else has done it - i haven't, and i can learn from that.
In the end, it all comes down to what value it holds for you, and what value it holds for the client. Luckily, i've got a few years of sales experience under my belt as well, so i can easily sell the products i need to to clients.
If your problem is one of procrastination, then perhaps you need to focus on getting rid of those jobs that you fear tackling most - or at least making some forward progress on them to reduce the stress of considering how far behind you are.
This book, by Mark Forster, provides some good tips.
Failing that, you might want to produce an iteration plan. Let everyone vote for jobs - whatever gets the most gets scheduled right away. that way every stakeholder, including yourself gets some input into scheduling.
I would ask the boss, if they wont make the decision then I would go for the project which I felt was going to be best for the company, in profit and moral of the team.
If I was torn between too projects i would go for the one that sounds like I can develop my skills more and be interested in most.
If a project sounds exciting I become more driven and determined too :)
Given the nature of your question, I'm assuming this is all work that somebody thinks you should be doing, but there clearly isn't enough time to do it all. Therefore, you are just looking for priority knowing full well that some items are likely not to get done.
Impact/Risk if the item isn't done.
Visibility - Does anybody else really care about this task
Alignment with department goals - weed out things that really aren't your job
Alignment with company goals - weed out things that aren't important to your company's business.
Enjoyment factor
Alignment with career goals - Many people would rank this item significantly higher. Depends how important your career is versus what you do today. I've rank today's enjoyment a bit higher than long term career goals. Some projects may be horrible, but they can move along your career.
I guess it depends on how much is on the list. If there's a lot of low hanging fruit that's been on the list for a while, it may be worth while to take some time and clean some of it off. That way, there would be less demands on the available time and potentially more time or incentive available to work on the big projects.
Plus it can be cathartic to be able to cross a bunch of stuff off the list.
I will usually start working on a larger project first. Then when I feel I need to step away from it for a bit, usually so I can approach it with a clear mind later, I try to kick out some of the quick one-off tasks or simple projects.
I know that isn't very descriptive, but calling the occasional audible for distraction seems to work out well for me when tackling a big project list.
I tend to look at project from a learner prospective. I tend to choose a project that will help me learn something new, I also look for "cool" and intersting as well.
On tthe other hand you can choose your next project according to where it would lead you. Ask yourself if you have a career goal that project X will help you achieve. Perhaps a high profile project is better then intersting - at least for a short while.
One way to defide is to define several key pints that matter to you (i.e. new technology, intersting etc.) and try to rate each opportunity and see which gets the higher score.
Let's say you have a specific project on hand, it can be divided to parts, and you are not completely sure about all the difficulties that will arise.
Time is of the essence.
How do you decide whether a part should use software product or your own code? (considering, that some tools are awesome, but will require much time to learn)
How do you choose the right software product?
How much time (as a percentage) should this stage of choosing the right product, if any, take, and how much time to evaluate a single product?
Is there a way-back, is it o.k to change your mind, after putting efforts in a product, and finding it not suitable?
I would love to hear any rules of thumb about those.
Changing your decisions is like changing your blueprint for a house while it's already being built.
It will entirely depend on what you have spent in time and money to that point.
Some considerations:
0) Understand the problem in clear and simple terms before beginning. Know what's critical to it's success and then use that list to see if any software, language, or tool will aid it, and at what cost, and if the cost outweighs the benefit.
1) Use a crammer's schedule. Build it in the order of what you would build if you only had 1 day or 1 week and no more to work on it. It's amazing how much doesn't matter anymore when you have to do 50% of the features at 100% of the quality. Focus on value, value, value. Read something like 37 Signal's book Getting Real for more on this.
2) Do not re-invent the wheel. It's always easier it seems to build something from scratch. Unless you are doing a fraction of the implementation and it's truly simpler, meaning you can avoid abstraction until you forget what you were building, consider it. If you can build it faster, better, cheaper and in the same amount of time, do it.
3) Know the features of your tools, and the benefits any tools need to give your solution. You should be familiar with or at least aware of many of the tools out there that you may or may not integrate.
4) Pick a language that is used to solve a lot of problems. Chances are you will find many great libraries and tools to build your software that will save your time. If you need something that delivers, can run, and you can lean on the smarts of others, use something established, or a language that can access .NET or Java easily if need be.
For each part of your software you recognize as a software component/package:
How do you decide whether a part should use software product or your own code?
(considering, that some tools are awesome, but will require much time to learn)
Ask yourself whether the component you are considering is a part of your product's main business core.
If not then it is usually better to use an existing solution and not send too much time on it.
If it is then make sure there is no existing product that is better than what you are planning. - It there is, consider purchasing licenses to it instead of developing your product.
Search online for similar components (commercial, open source and even articles/demo-source-code).
Do any of them implement all of your requirements from the components?
How much do they cost, would it cost you more to develop and maintain a similar component?
What are the license conditions? - Are they OK for your product?
If component includes a user-interface, is it plesent to look at and easy to use?
If you answered yes to all the above then do not develop the component yourself.
If not:
Is the component open source or published in an article / demo-code? - If so, it robust, could you take the code an improve it or use it as an example to help you write code that is more suitable for your requirements? - If so write your own code, use code as part of your own component that is not developed from scratch.
If your answer to the above is no, then you'll have to develop your own (or you're searching in the wrong places).
How do you choose the right software product?
See answers to 1.
How much time (as a percentage) should this stage of choosing the right product, if any, take, and how much time to evaluate a single product?
Clear an entire day, search for existing components, read about them (features, prices, reviews) and download + install up to 5 of them.
Clear another day evaluate 2-3 products, compare demos/examples, look at code, write 2 small examples of using each (same example different product).
If you choose more than 3, clear another day and test the others.
Is there a way-back, is it o.k to change your mind, after putting efforts in a product, and finding it not suitable?
Always design your software so that every component is replaceable.
This guarantees that there is always "a way back".
(Use interfaces & adapter design pattern, divide to many assemblies, connect all components as loosely as possible (using events, binding, as etc.) - loose coupling.
Even if you implement something yourself make sure there is a way back - sometime you may use the wrong technology/design and have to replace a component with a new one you develop/purchase.
Other rules of thumb:
Consider which application-wide technologies to use before considering each component.
Writing in assembly would take the longest, in C less, in C++ even less, in more modern languages such as C#, Java, Delphi even less.
Which has more of the self components that are relevant to you? What does your team have experience in.
If you are using .NET (C#), then WPF could help you lower the coupling between GUI and business logic and make a better looking GUI, however it take time to learn how to use it (a 5 day minimum course is very much recommended).
As in any art the difficulty is composing a good solution based on a very large possible solutions space. There as many ways to go about this as there are developers.
I’d normally spend some time understanding the problem and stating it clearly and succinctly as possible, preferably in a written form. The problem description should be completely abstracted away from any possible solutions. Next I’d normally list available constraints that will need to be applied to the solution (time, budget, legal, political, performance, usability, skill availability within team and so on).
Then the theory goes that you need to look on the market for something that solves the problem and meets the constraints at the same time. In practise, the process is not that straight-forward: you try to identify market categories that are likely to be useful, then research them, see what is available and continuously try to reduce the gap between the constraints and capabilities as much as possible, often by going back and revisiting and re-negotiating the constraints.
A few generic tips:
During the research keep coming back to the original problem.
There is always more than one solution, try to extend breadth (concentrating on very different ways of solving the problem) of the search space before going deeper.
Be clear on a number of options it’s worth researching, and amount of time worth spending on each of them before making a decision whether to investigate further.
It’s seldom worth finding an optimal solution, especially then technological landscape keeps changing very rapidly. Look for a solution that is good enough: “The Paradox of Choice - Why More is Less”.
It’s rarely worth turning to users for help (unless they are software experts) on choosing between several options. If you’ve got a number of options all looking equally attractive that means you need to go back and understand the original problem better, it’s likely you’ve missed a requirement or two.
Some further notes on using third-party components (refers to GUI components, but easy to apply to other software areas as well).
And even more notes on scoping, composing and researching for a project.
How do you decide whether a part should use software product or your own code? (considering, that some tools are awesome, but will require much time to learn)
Ask your self two questions.
1) Is it a mature product. If yes, then
2) How long it would take to create the functionality it provides on your own. If that value times your hourly rate is greater than the cost of the product, then use that product.
How do you choose the right software product?
Consult your network of other developers. Have they used it, did they run into problems. Consult the interweb. Create a prototype using the product. Does it work well? Any major bugs?
How much time (as a percentage) should this stage of choosing the right product, if any, take, and how much time to evaluate a single product?
It depends on the size of the project, and the criticality of the product to the success. Most of the time, you are going to be able to get a high level view of the product in a very short amount of time.
It may be just a few minutes using it before you say, nope - not ready for prime time. If it makes past that, a day or two of experimentation may tell you that it passes muster for your project.
If it's a huge project with many developers, then you probably want to spend more time doing a prototype application with it to be sure it's worth investing all that time in.
Is there a way-back, is it o.k to change your mind, after putting efforts in a product, and finding it not suitable?
If you find it's not working out, there's nothing wrong with going back. In fact you probably have to. Ideally you will find this out early. Not at the 11th hour. Again, this is the purpose of prototyping.
There are already some really good answers here, so I won't repeat it, however there is one point you should definitely consider, and though I would have thought its obvious I havent seen it mentioned here yet:
The personnel you have available to implement the solution, their core competency, and their general level of competence.
Who you have to implement this (assuming it's a team, and not just yourself - but relevant even if its just you, too...) can have a HUGE effect on the outcome. If you don't have experienced programmers to help you develop this, you're better off looking for some OTS product to do the work for you... Or, even if you have programmers who are not likely to succeed, you still might want to find a solution with lower overall project risk.
I am finding somewhat difficult to carry on working in my current job.
The codebase has become a bit wild lately (but definitely not the worse I've seen), and I'm having a hard time dealing with some parts of the code. I could be stupid, but most likely it's just that it demotivates me a lot to start working on something that is hard to reason about.
My boss is already aware of my thoughts - I expressed what it feels like to work like this. He asked me to provide examples of what was wrong. When I pointed out two or three small issues, he said "yeah, ok" but that refactoring costs him a lot of money, and that we have to get the product out (not the first time I hear this).
I have to admit that the examples were not the most compelling, but the problem is actually tough to explain. It's made up of a lot of tiny "bad decisions" throughout the codebase. (We also see this issue is absolutely subjective). For instance, bad naming, dealing with nulls, boilerplate, not making code reusable (or the opposite) and so on. It can be tiring to re-think someone else's code over again to justify I would have done it differently.
Do you have thoughts on how to deal with this?
I am a bit fed up of having to go hacking around a quick 'n dirty codebase every time!
Sometimes your fellow programmers do things very differently than you, and things you might feel are way wrong might actually have positive aspects. We all have our schools we come from. I think I've come across programmers who complain about things I don't understand equally as often that I myself have felt something needs to be complained about.
Make sure you can deduce what you complain about into a concrete disadvantage. If for no other reason so that you can motivate middle management about improvements to make. Things that are hard to deduce into measurable facts usually originates from difference in taste/style rather than quality (there are boooks to read about this subject). The answer posted by smacl have good and concrete advice!
If you can deduce your concern into a real disadvantage, then I really do not agree when people say that one have to "accept" situations like this. I've been exposed to this problem more than once, and let me tell you, refactoring is not the solution to the problem. Refactoring only fixes the symptoms.
Accepting a situation like this is the same as saying "bad quality product lines and expensive and frustrating maintenance is something my company can live with". This is ofcourse seldomly the case. However management (i.e. those with the go/no-go on what projects to prioritize) are very often not technically aware of what the problems are, or why development is expensive. They shouldn't have to be for that matter.
That's why you need a development organization with technical leads, chief architects, a good organisational structure and tiered model etc. Experienced software professionals who have seen where the road leads to if you ignore certain aspects of development. It's about changing the "culture" of your team(s).
Either you stick with your company and try to change how you do things from the roots, or you find another place to work and make sure you find out during the interview exactly how they work in every-day development.
Good luck
I recently faced a very similar problem and a friend gave me some advice that helped a great deal. He said: "keep yourself out of it."
What he meant was, that you must communicate the problems because they are real, costly problems with consequences in terms of time and money. But when you do communicate, talk only about the consequences for the organization. Do not mention the consequences to you, because then it just sounds like whining and will be ignored.
For example:
Not keeping yourself out of it:
"The other developers use these obscure, misleading identifiers and then I have to spend hours going over the code trying to discover what they meant. It's taking up a lot of my time."
Keeping yourself out of it:
"It would be very helpful and cost effective to do some refactoring of class and variable names and also establish some coding standards around identifiers. The immediate payoff will be an easier-to-understand codebase for everyone, leading to better productivity. The longer-term payoff will be that later we'll be able to modify the code and fix things faster. If a critical bug is discovered right before a release, an understandable codebase will be really important."
I hope that helps.
1) Make the problem more visible and get management buy-in
Keep a very detailed diary of the time spent on various coding tasks over the period of about a month. At the end of the month analyse and summarise the contents for your boss, i.e. time wasted and hence money wasted, to illustrate that change of some form is necessary.
2) Think of a cost effective way of moving forward
For example; Rather than refactoring the entire code base, seperate interfaces from implementations, and enforce tighter standards, including unit tests, naming conventions, etc.. at an interface layer. Thus each programmer can have confidence in using code that they have not written. While this is sweeping the crap under the carpet to a certain extent, it is a good way of preparing for larger scale refactoring.
It is important from a management perspective that workflow is not interrupted, and positive results are visible, so plan accordingly.
3) Agree longer terms improvements with your co-workers
Sit down and agree reasonable coding standards for future code with the other programmers.
Perhaps you could setup monthly meetings and at those meetings you could demonstrate good and bad code. Obviously you don't want to point fingers so you'd want to use generic code examples that are based off of stuff you saw in your project. This way you can constructively gather support from others in your style. You might want to compile these after the meetings so people can easily reference them.
I think it is real easy to point out issues, and complain but to mentor people and help them change requires effort. It isn't an easy task but if you are having trouble being motivated with your job perhaps this would give you a nice burst of motivation. You might learn some things a long the way.
You'll find that this is common-place. What you can do is accept that things are done differently by different people. As you fix bugs or add features, you'll get a brief window into a sub-section of the application that you can improve. When you work on the code, you can make it better, and they don't need to know that you're piecemeal improving the code.
Be very careful though. Sometimes code is written in a way that looks 'hacked', but solves a bug that is not easy to discern. Especially if it is older code which has been tried and tested.
On another note, complaining will only get you viewed as a complainer. Think about what outcome you want, and what actions will most likely produce that outcome. You will always hear the answer 'No' when you ask, 'Can I do X-days of work for absolutely no noticable result?'
You could quit and hope to find something better.
Or, you could stick it out and try improve the code that you can control, when you can control it. No matter how well intentioned the developers are, if there is more than one developer the code base will be "ugly" by a competent developers standards. Work with the other developers to improve their abilities and refactor code as you make enhancements.
For starters:
Enforce the use of static code analysis tools. Every language has a few well known tools.
Show some before and after refactored code examples, and explain why you think it's better. Try not to put any one person on the spot.
Code reviews by experienced developers.
keep in mind, some developers can't be helped no matter how much you try...
If someone critiques your code be polite and open minded, you might learn something.
Cyclomatic complexity / number of changesets/bugs. Complex code is more likely to break, cause more bugs which causes more changes, which cost more money!
99% of the time you never get to choose the people you work with. Not all relationships work out, be they work or otherwise.
It would be best if your project was broken up enough so that each developer can contribute to a spec of what the other needs, so programmers don't step on each other's toes.
Getting people to change their coding style is hard. It takes a cast iron technical lead committed to such things and will help when you bring it up. Management types can't do this, leadership needs to provide technical details.
It sounds to me like you don't have a problem with the code so much as your coworkers. It will probably be very difficult for you to force the changes you want to see. Your best bet would probably be to start updating your resume and keep your eyes open for other opportunities
I think that once you're in the middle of the weeds, you do not really have a good chance of getting things done right, you just have to get them done. I would say most developers do not like firefighting and want the ideal code base, but in my opinion this requires you to spend the time up front planning the system out.
I'd recommend trying to work with your manager to ensure that the areas you feel are lacking now are not lacking in the next project. Maybe its putting you on the lead, having more code reviews with peers, maybe it is further training for the entire team.
Either way, I think this is something that most of us go through. I do agree with the other person advising some caution on this. I know that code I wrote yesterday seemed great at the time and looking back on it, can probably find 10 other ways to do it and make it look cleaner.
Have you considered maybe adding fxcop to the automated builds to enforce coding style? Other than that, you could try suggesting TDD which would give the power to whomever writes the test to enfore that the interfaces for each class are structured in a particular way.
Off the top of my head, that's all that I can think of.
Things in life are not perfect and if you start nitpicking, feathers will be ruffled and relationships soured.
The best method is to pick your battles carefully. If something is small enough ignore it and live with it. If it is big and worthwhile (i.e. the management sees ROI in backing you) go for it.
This is apt for your situation...
God, grant me the serenity to accept the things I cannot change courage to change the things I can and the wisdom to know the difference.
One thing I try to do and it may help you. If a part of code is bad, and the idea you propose to fix it is agreed as best but "no time" excuse is given, why dont you rewrite it? say on your own time? If you decide on sticking around at that job for a while it will only help you. And only you will learn and become a better programmer.
Note that it is a good idea and I would even say required, to do a complete code review of that change before check-in and you should try to time the check-in so that it is before a complete regresion test cycle for a release. That way your refactoring is completely tested out. Over a period of 6 months or so, it will start showing a beneficial impact and you can then ask for time allocation for this, with proof to back it up.
The only thing that has a chance of convincing management is demonstrating that the things you are citing as perceived problems become actual problems.
To try to take advantage of this, try to keep the "complainer" tone down to a minimum, that is, focus on how this affects the bottom line rather than how it makes you feel. Point out possible consequences of poor decisions that you see being made. If those consequences come to pass, and they cost more than an up-front fix would have, gently remind management that you foresaw the difficulty and provide a helpful suggestion as to how future similar costs can be avoided with a little up-front effort.
The problem is, in many organizations, the problems will never cause enough of a problem for management to care, or if they do, they won't see the connection between your perception of the problem and the actual problem the way it occurs. In these cases, you end up seemin like a needlessly persnickety technical person, which isn't a reputation you want to have.
So my advice is, pick your battles. If there is something very egregious that others are about to let slip, then you can speak up and perhaps be vindicated later. For the little details that just grind away at you, I'm afraid there's not much you can do but put up with it.
Show them their own forgotten code disguised as yours for critique.
Take an old piece of their code they have forgotten about
Pretend you wrote it
Ask them to figure out something with it
Make sure they point out how bad the code is for whatever reason
Add your own items. Brainstorm what should be done since it's your fault.
Let them know you didn't know how to bring it up to offend them, but it's their code.
If they recall that they wrote it, they might catch on..
If you have a good relationship with your manager, you might be able to use this to work yourself into a "Senior" or "Lead" Developer role. You could propose that it would be best if one person on the team takes technical leadership of the code base. It would be your job to review the code of others and ask them to make improvements when you feel it is necessary. If you go this route, just make sure to take it slowly. If you ask for a lot very quickly, then you could end up pissing off all the other developers.
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I often find that I do a less than complete work on a feature, especially in the Design phase. I detect several reasons:
I'm over-optimistic
I feel the need to provide quick solutions, so sometimes I fool myself into thinking the design is fool-proof when in fact it's still full of holes, just to get the job done faster. Of course I end up paying dearly later.
I'm aware of this behavior of mine for some time, yet I still find I don't manage to compensate. Have you encountered similar problems? How do you approach solving them?
I use a couple of techniques. The first is a simple paper to-do list. In the morning I write down my tasks for the day. I try to work on a task until I can cross it off. I cross it off only when I'm done to my own satisfaction. My to-do list helps me stay focused. When an interruption comes in, I can consciously choose whether it is important enough to interrupt what I'm doing now.
The second technique I use is to give up on the idea of "done" for a design. Instead, I focus on what I've started calling "successions", where a design goes through predictable stages. Each stage supports the current functionality well and will be succeeded at some point by the next stage. This lets me do a good job, a job I can be proud of, without over-designing.
I have the intuition that there is a small catalog of such successions (like http://www.threeriversinstitute.org/FirstOneThenMany.html) that would cover most of design. In the meantime, I try to remember that "sufficient to the day are the troubles thereof".
I run into this problem a lot.
My solution is a notebook. (The old fashioned paper kind).
I write out how I'm planning on implementing the solution as an bulleted overview list, and then I try and flesh out each point on the list.
Often, during that process, I come across issues I hadn't thought of.
Of course, the 80/20 rule still applies... I still come across things when I'm actually doing the implementation that hadn't occurred to me, but with experience these tend to diminish.
EDIT: If I'm still not sure at the end of this process, I put together a throwaway prototype testbed... It's important to make sure it's throwaway, because otherwise you run the risk of including some nasty hacks in your real codebase.
It's very common to miss edge-cases and detail when you're in the planning phase of a project, especially in the software development field. Please don't feel that this is a personal failing; it's something endemic.
To counter this, many software development methodologies have emerged. Most recently there has been a shift by many development teams to 'agile' methods, where there is a focus on rapid development with little up-front technical design (after all, many complexities are only discovered when you actually begin developing). I'm currently using the Scrum system, which has been excellent in my small team:
http://en.wikipedia.org/wiki/Agile_methods
http://en.wikipedia.org/wiki/Scrum_%28development%29
If you find that your organisation will not accept what they may regard as a radical shift in approach, it may be worth investigating whether they will agree to the development of a prototype system. This means that you could code up a feature to investigate the technologies involved and judge whether it's feasible, without having to commit to full development, a quality bar, testing schedules etc. The prototype should be thrown away once the feasibility has been proved or disproved, then proper development may begin, including all that you've learned in the process.
If your problem is more related to time management, then I'd recommend the Getting Things Done approach (http://en.wikipedia.org/wiki/Getting_things_done). This is pragmatic and simple, concentrating on making you productive without overloading you with information that isn't immediately relevant to your current work. I've found that I get overwhelmed with project/feature ideas at times and it really helps to write everything down and file it for a later time when I have the resources available to work effectively.
I hope this helps and best of luck!
Communication.
The best way to not rush yourself into programming mistakes is communication. Yes, good ol' fashioned accountability. If another person in the office is involved in the process, the better the outcome. If a programmer just takes on the task without any concern for anybody else, then there is a higher possiblity for mistakes.
Accountability Checklist:
How do we support this?
Who needs to know what has changed?
Why are we doing this in the first place?
Will there be anybody who doesn't want this changed?
Will someone else understand how I did this?
How will the user perceive and use this change?
A skepticle comrad is usually good enough to help. Functional Specifications are good, they usually answer all of these thoughts. But, sometimes a conversation with another person can help you with it and you can get changes out the door faster.
I have learned, through years of mistakes (though still making them), that almost anything I want to use repeatedly, or distribute, needs to be designed properly. So getting burned enough times will end your optimism.
When getting pressure from management, I tell them I will have to put in the thought anyway, so I should do it when it's cheap. I think on paper as well, so I can actually prove that I'm doing something and it keeps my fingers on the keyboard, both of which provides a soothing effect to management. ;-)
At the risk of sounding obvious - be pessimistic. I had a few experiences where I thought "that should take a few hours" and it ended up taking a couple days because of all the little things that pop up unexpectedly.
By far the best way I've found to manage things is to (much like Andrew's answer) write out the design and requirements as a starting point. Then I go through and look for weak points in the design, gotchas and additional use cases etc. I try to look at this as a critical exercise - there's no code written yet, so this is the time to be totally ruthless and look for every weak point. Look for error conditions you'll have to handle, and whatever amount of time you think it will take to complete each feature/function, pad that amount by a lot. I've had times where I've doubled my initial estimate and still not been that far off the mark.
It's very hard as a programmer to realistically project debugging time - writing the code is easy to estimate, but debugging that into functioning, valid code is something else entirely. Therefore I find there's no exact science to it but I just pad tasks by a whole bunch, so that I have plenty of breathing room for debugging.
See also Evidence Based Scheduling which is a fascinating concept in scheduling developed by FogCreek for their FogBugz product.
You and the rest of the world.
You need more a more detailed design, more accurate estimate, and the willingness to accept that sometimes the optimal solution is not necessarily the best solution (e.g., you could code some loop in assembler to get optimal performance, but that's going to take a lot longer than just doing
for (i=1; i<=10; i++) {}
). Is the time spent doing it really worth it for an accounting package over a missile system.
I like to designing, but over time I've found that much design up front is a lot like building castles into the sky - it's too much speculation, however well-educated, missing critical feedback from actually implementing and using the design.
So today I'm much more into accepting that while implementing a design I will learn a lot of new stuff about it, and need to feed that learning back into the design. Doing that is a skill that is fun to learn, including the skills to keep a design flexible by keeping it simple, free of duplication and cohesive and decoupled, of changing the design in small, controlled steps (=refactoring), and writing the necessary extensive suite of automated tests that make this kind of changes safe.
This seems to be a much more effective approach to me than getting better at "up front design speculation" - and addtionally it makes me equally well prepared for the inevitable moment when the design needs to be changed due to a simply unforseeable change in the requirements.
Divide, divide, divide. List all the steps that will be required to finish the project, then list all the steps those steps will require to be concluded, and so on until you reach atomic items you are absolutely sure you can finish in a day or less. Add the duration of all these values to arrive at a length of time.
Then double it. Now you have a number that, if depressing, is at least somewhat realistic.
If possible "Sleep on your design" before publishing it. I find after I leave work, I usually think of things I have missed. This usually happens while I am lying in bed before falling asleep or even while showering the next day.
I also find it valuable to have a peer/friend that I trust review what I have before distributing it. Somebody else almost always sees something I didn't think of or miscommunicated.
I like to do as others stated here. Write down in pseudo code what the flow of your app will be. This immediately highlights some detailed areas that may require further attention that where not apparent up front.
Pseudo code is also readable to business users who can verify your approach meets their needs.
Using pseudo code also creates a nice set of methods that could be put to use as an interface in the final solution. Once the pseudo code is fairly tight, look for patterns and review some common GOF patterns. They do not have to be perfect but using them will sheild you from having to rewrite the code later during the revisions that are bound to come along.
Just taking an hour or two write psuedo code, yields some invaluable time saving pieces later on:
1. An object model emerges
2. The program's flow is clearly defined for others
3. It can be used as documentation of your design with some refinement
4. Comments are easier to add and will be clearer for someone else reviewing your code.
Best of luck to you!
I've found that the best way to make sure you've chosen a good design is to make sure that you understand the problem, know the limitations you have, and know what things are must-haves vs. nice-to-haves.
Understanding the problem will involve talking to the people who have the need and keeping them anchored to what needs to get done first instead of how they think it ought to get done. Once you know what actually has to happen, you can go back and talk over requirements about how.
Knowing your limitations may be quite easy: needs to run on the iPhone; has to be a web application; needs to integrate with the already-existing Java code and deployment setup; and so on. It may be quite difficult: you don't know what the potential size of your user base is (hundreds? thousands? millions?); you don't know whether you'll need to localize it (though if you're not sure, assume you will have to).
Must-haves vs, nice-to-haves: this is possibly the most difficult part. Users very often have emotional attachments to "requirements" ("It should look just like Excel") that are not actually part of the "has to happen" stuff. You often have to juggle functionality vs. desires to get an acceptable implementation. You can't always give everyone a pony.
Make sure you write all this down! Even if it evolves along the way, or the design is small, having a "this is what we're planning to do now" guide to refer to when you need ot make a decision about committing resources makes it easier to restrain yourself from implementing a really cool whiz-bang feature instead of a boring must-do.
Since you recognize that you feel the need to provide a quick solution, perhaps it will slow you down to realize that you can probably solve the problem faster and deliver it sooner if you spend more upfront time in design. For instance if you spend 3 hours designing and 30 hours writting code, it probably means that if you spend 6 hours designing you might need to only spend 10 hours writing code. (These are not actual figures just examples). You might try to quantify this for yourself on the next few projects you do. Do a couple where you behave as you normally would and see what ratio of design/codewriting/testing&debugging you actually do. Then on the next project deliberately increase the percentage of time you spend on design phase and see if it does shorten the time needed for the other phases. You will have to try for several projects on this as well to get a true baseline since the projects may be quite different. Do it as a test to see if you can improve your performance on the the other phases and thus deliver a faster product if you spend 20% more time or 50% more time or 100% more time on design.
Remember the later in the process you find the problem with a design the harder (and more time-consuming) it is to fix.
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You've just written a pile of code to deliver some important feature under pressure. You've cut a few corners, you've mashed some code into some over-bloated classes with names like SerialIndirectionShutoffManager..
You tell your boss you're going to need a week to clean this stuff up.
"Clean what up?"
"My code - its a pigsty!"
"You mean there's some more bug fixing?"
"Not really, its more like.."
"You're gonna make it run faster?"
"Perhaps, buts thats not.."
"Then you should have written it properly when you had the chance. Now I'm glad you're here, yeah, I'm gonna have to go ahead and ask you to come in this weekend.. "
I've read Matin Fowler's book, but I'm not sure I agree with his advice on this matter:
Encourage regular code reviews, so refactoring work is encouraged as a natural part of the development process.
Just don't tell, you're the developer and its part of your duty.
Both these methods squirm out of the need to communicate with your manager.
What do you tell your boss?
It's important to include refactoring time in your original estimates. Going to your boss after you've delivered the product and then telling him that you're not actually done is lying about being done. You didn't actually make the deliverable deadline. It's like a surgeon doing surgery and then not making sure he put everything back the way it was supposed to be.
It is important to include all the parts of development (e.g. refactoring, usability research, testing, QA, revisions) in your original schedules. Ultimately this isn't so much a management problem as a programmer problem.
If, however, you've inherited a mess then you will have to explain to the boss that the last set of programmers in a rush to get the project out the door cut corners and that it's been limping along. You can band-aid the problem for awhile (as they likely did), but each band-aid just delays the problem and ultimately makes the problem that much more expensive to fix.
Be honest with your boss and understand that a project isn't done until it's done.
Speak in a language he can understand.
Refactoring is paying design debt.
Ask your boss why he pays the company credit card bill every month vs not paying it until there is a collections notice. Tell him refactoring is like making your monthly payment.
Just do it and schedule it into your normal process. Estimate refactoring time into starting a new change or into finishing a change (ideal).
I always refactor while I'm initially exploring new code (extracting methods, etc).
Lie. Tell him it's research into a new technology. Then tell him you decided the cost didn't justify the benefits. He'll think you did a great job.
lol # people down modding / marking offensive.
Really, if it's a penny pinching boss, who doesn't understand good software from cheap software, what he doesn't know will ultimately make him happier. if it was me, i would leave the company and go someplace where they respect their developers ability to write good code. But then again, this is why I'm in a senior position.
Tell him 80% of the costs associated with a software project comes in the maintenance phase of the lifecycle. Any refactoring done now to alleviate future problems, and have some examples, will net substantial cost benefits later on when the need arises to maintaining that code.
This is assuming you are refactoring for a reason and not for programmer vanity.
Refactoring you should do all the time.... so you shouldn't have to justify it.
Cleaning up big messes / Redesign may include refactoring in order to get it under control, however its not "Refactoring"
Refactoring should be a matter of moments...or if you have no tool support, minutes.
In one of Robert Glass's recent books (I'll have to look up the reference) he mentioned a study on the cost of well maintained code. What they found is that well maintained code was edited more often than poorly maintained code. That sounds counter intuitive but when they dug deeper the discovered the reason:
Well maintained code has more features added to it in the same time frame than poorly maintained code.
Does your Boss like features? Sure, they all do. If more you improve the maintainability of the code, the more features you will be able to deliver with that limited budget.
I like the answer given in "Refactoring" by Martin Fowler. Tell your boss that you are going to develop software the fastest way that you know how. It happens that in most cases the fastest way to develop software is to refactor as you go.
The other thing to tell your boss is you are reducing the cost to make future improvements.
Less money now for me to refactor...
or more money later to fix whatever goes wrong and for me to refactor.
Sometimes, it's just time to get a new job. There are certian poeple who just want you to "get it done". If you are ever in one of those situations, and I've been there, then just leave.
But yeah, all that other stuff about future costs and such is good idea. I just think that most bosses lie to themselves because they want what they want when they want it, and they are just not able to see what's going to happen in the future.
So, good luck with your boss. Hpefully he or she is reasonable.
Dont.... just go get a new job in a place thats more in synch with you.
I think you should just start working on it without telling your boss. This is truly how I've done my best work. I just don't tell my boss what I'm doing and slowly replace bad/legacy code when I have time.
It has acutally saved my ass on more than one occasion.
If your boss doesn't understand the need to refactor or clean up code, then you have to wonder if he has enough engineering knowledge to be an engineering manager.
It's rare to find a boss who will give you time to refactor...just do it as you go along.
In my opinion, the simplest case to make for refactoring is fixing overly complex code. Measure the McCabe cyclomatic complexity of the source code in question (Source Monitor is an excellent tool for such a problem). Source code with high cyclomatic complexity has a strong correlation defects and bad fixes. What this means in simple terms is that complex code is harder to fix and more likely to have bad fixes. What this means to a manager is that the quality of the product will likely be worse, and the bugs harder to fix, and the schedule for the project ultimately worse. However, in refactoring out the complexity, you are improving the transparency of the code, reducing the likelihood of obscure / difficult bugs, and making it easier to maintain (e.g. a maintenance programmer can have a larger maintenance scope because of this).
Additionally, you can make the case (if it isn't a dead product in maintenance cycle) that decreasing complexity makes the application easier to extend when new requirements are added to the project.
The boss has to trust the dev to make correct technical decisions (including when to refactor).
Establish that trust or replace the boss or replace the dev.
Another good analogy is the maintenance of a tidy building site. The only catch here is that a programmer does not represent a construction worker, and a manager does not represent a foreman. If that were the case, his counter of "do it right first time" would still apply, since a competent and conscientious construction worker is responsible for maintaining good order on their workspace as they go.
Really the code itself represents the labourers, and the development process is the foreman. The mess is generated by various trades going about their business around one another (i.e. by different code features interacting, where each feature does its job well, but the seams between them are disorganised) and is cleaned up by the foreman taking a firm hand and keeping an eye on where disorder is setting in, and acting to get it cleaned up (i.e. the software process demanding refactoring).
What I just did recently is to explain to my business counterpart that the re-factory process helps to develop new features faster and decrease the probability of new bugs because the code has a better order and structure, and is even posible to make some speeds improvements because you can inspect the code easier than before.
When the business guys get that, if they are smart, they will encourage you to do a constant re-factory process.
You can explain that with a building metaphor. If you don't do refactory you will end with a crappy building with a bad core so you will have problems with the pipes, windows, doors.