Daily Meetings

We run daily meetings at 11:00 am. Usually it takes no more than 15*pi minutes for 15 people. We found out that for most people 3.14 minutes is the preferable timeframe to share plans for today.

The current work in progress is shown on a large TV screen:

People with the lowest individual velocity are assigned to the  most complex bugs. We’ve found out that this practice increases development speed. Obviously, no one wants to fix complex bugs, so they work harder to avoid that.

Work Prioritization and Estimation

We used to hold boring and long prioritization meetings years ago. Now it appears that the statistical representation of priorities proves to be much more efficient than prioritization by a human. We’ve implemented an extremely sophisticated prioritization algorithm based on Bayesian probabilities and Gödel theorem that works surprisingly good.

The UI is as simple as it can be. All the complexity surfaces to a single button the Product Owner clicks before a Release Planning meeting. Then we just discuss user stories.

We tend to think that the Product Owner role can be completely eliminated from the team. The statistical data shows that there’s almost no dependency between the quality of prioritization and the person who clicks on the button.

The Automatic Estimation algorithm is on the way. We’ve already nailed down its basic concept and will provide the automatic estimation soon. It will save everybody so much time!

Fun Assignments

The usual work assignments are boring. We’re always looking to bring more fun into work. Now every developer has an easy option to get interesting assignments:

Regression Tests Functional Master

We have a special “Regression Tests Functional Master” role. The role is rotating, and every day someone else is responsible for the functional tests. It’s very effective to have someone with no bad memories of the previously failed tests as the RTFM. This person is very busy improving the green tests and commenting the red tests. It takes just a fraction of time to improve the tests and make them more stable.

A special token cat shows who is in the RTFM role today. The cat sits on the table near the RTFM developer and smiles all day long.

During the daily meeting the cat is passed from one developer to another. It’s mostly purring but occasionally gives a scratch or two.

Typical workplace

We believe in bootstrapping. That’w why we hire people that share our vision. A truly lean office is our dream, and we do everything to maintain a highly Stoic environment. That’s how a typical workplace looks in our office:

Education

We value education and enforce it as much as we can.  A pile of books that you see on the right –  Sergey read all those books last week. The pile on the left are the books he is supposed to read this month. On average, every developer at TargetProcess reads about 100 books per year.

It’s our sincere hope that by adopting some of these practices you’ll be able to increase the productivity of your team.

Let’s see. The common concept about businesses and corporations is that they should have a goal. TargetProcess as a company has the goal to develop the best project management tool in the world for small to medium companies. Some businesses have rather boring goals such as adding 20% to their profit, breaking through to new markets, selling more copies of their products, getting more clients to outsource their work to them. We’re very familiar with this traditional lingo of corporate culture.

I want to put an emphasis on some other, more important things.  Best people, best place to work at, comforting environment, learning,  letting people make important decisions on their own. Does it ring any bells with you?

It might sound weird and totally groundbreaking, but the new paradigm for companies and corporations is not the “correct goal-setting”, whatever this is, but the optimal experience. There’s a classical book on this subject. What is this “optimal experience” put in plain words?

It’s about enjoyment. Loving what you do. Do you have fun running like a squirrel in circles over again, hating your week-days for boring and unrewarding activities? I bet, no. Do you have fun when you spend time with your friends, people who share your passions, people who empathize with you, who understand your discoveries, chime in to your explorations, and are just there for a friendly, live, human talk and smile? (and a hug :)

Recently I talked to one of my former associates. He is an upper-level manager in an IT outsourcing company. Their job is to run two times faster to stay in the same place. They do time and material contracts, custom development jobs, they hunt for new clients, and mostly behave like brides in an oversaturated bride market (we know a zillion faceless IT outsourcing companies, whose only message to the world is “I’ll do HTML for food” or something similar to this). His point was that with that many developers (they’re a 100-500 company), and with that many contracts and clients they have a higher profit margin compared to a product company with 35 people (that is, us).   I asked him: “Do you feel that you like what you’re doing? Balancing all those human resources (that’s derogatory, sorry), behaving very much like a farmer who is trying to get the best out of his herd? ” His answer was a bummer. He said: “Work is work, friends and fun are outside work”.

What he said is, unfortunately, the mainstream belief for many more people than we can imagine. And this means, that many more people than we can imagine are spending even more than half of their conscious lives, not living their lives actually, not experiencing what they do, but looking forward to some other better times when they retire, or when they go on a vacation.

I wanted to explain so many things to him. One of them was that people are born to be creative, to live up to their dreams. That’s a bit metaphysical point, but it eventually gets down to solid ground. What are the most successful companies? Why this nation is now booming with the lean startups cult?  It seems that the enlightenment is taking the lead, and this instills hope.

If we talk figures and growth forecast, a lean team is able to do a higher profit margin than an average IT outsourcing 100-500 company. It’s very much similar to Archimedes’ “Give me a lever long enough and a fulcrum on which to place it, and I shall move the world.”  The lever is the company of passionate explorers and achievers. The fulcrum is the culture of creativity and enjoyment – come on, let’s just call this a friendly environment.

Again, it might be that some people don’t have this ability to create. They’re not able to invent and explore. I think you’re either born an explorer, or you are not. But if you’re an explorer, if this creative spirit is burning in you, then your colleagues (and friends) can’t be anything else but passionate explorers. In whatever domain. Being an explorer is a pretty universal thing, and one of its incarnations is in software product development.

Now getting back to Michael’s article, to the part on friendly environment and passion. You can’t have 50, 100 or 500 friends. But you can have 8-12 friends, and each of them will have their 8-12 friends. (I borrowed these figures from King Arthur and Danny Ocean. And from my own experience).  That’s the way the bright company builds itself, and that’s what Michael calls “there’re a few people that push the train forward”. Once your company is build-up of those nodes, or mini-teams, persevering one goal and dream, and passionate about it, sky is the limit.

A gentle reminder, in our case the dream is the best agile project management tool, and we’re living up to it by everything we do.

Friends, keep me company.

Olga Kouzina,

the un-Cassandra

I’ve always learned new things. Sure, my self-education style is far from perfect. I jump from subject to subject and read quite random books from disciplines barely related to my actual work. I know that and I’m trying to fix that. I’m 33. Right now I try to gain fundamental CS knowledge (while I don’t actually need to). I’m the CEO of a small 35-people-company. Bootstrapped. Profitable. And curious.

The spirit of curiosity was always inside me. It was inside our company in early days, but depleted. Novelty darkened and goals blurred. The company started to look like “just one more place to work at”. I hated that feeling. We did common tasks, released common features. It was two years ago. Two years ago we  changed everything.

What is the right goal for the company? Do something incredibly cool, something that you can honorably call “the best in the world”. Why the hell spend your time on boring, common staff? Fuck it. You don’t want to create “yet another twitter client”. You want to create “the best in the world twitter client”. If you can’t, learn and try or die trying. We set the goal to create “the best in the world agile project management software for small and medium companies”. And suddenly everything started to look sooo simple.

What do you need to do something best in the world? More precisely, “who” do you need? You need the best people. Most likely you don’t have them yet, but there is a good chance you can grow them. Why not? You don’t need people who hate changes. You don’t need people who hate learning. You need curious, hungry and intelligent people.

If you have the best people, you should provide the best place to work at. You should provide productive working environment, best equipment, free meals, large tables. You should create an atmosphere that encourages creativity, tolerates failures and punishes mediocrity. People should feel that they REALLY can learn, try new things, explore ideas and make intelligent decisions THEMSELVES.

You should not track time, you should not estimate effort, you should not set deadlines. You should trust people, set ambitious goals and help them learn. We did that.

Looking back I see the outstanding difference. Today we run internal conferences twice a year and the level of sessions is very good. People may spend 5 hrs each Friday on personal learning, and several side projects were started such as an in-browser RPG, a prototyping tool, iPad apps. They read more books and visit more conferences. And if you hear an intense discussion on monad in the kitchen, you know the spirit of curiosity is back.

I don’t know whether we’ll succeed as a company long term, whether we’ll create the best in the world agile tool. I believe, oh yes, but I can’t be certain. I’m personally not the best CEO. What I know is that work is  real fun here again. We are improving every single detail of our company with passion. Not as fast as I often want, but speed follows skills.

So what is more important? I think environment and culture is more important than people. Initially you have a few who learn and push the train forward. If you have the right environment and right hiring, you’ll have a critical mass of curious people eventually. Then there is no difference — this core of active people will do everything and build curiosity and learning into the company DNA. All you need to do as a CEO is set goals, maintain trust, support people and sometimes kick-start activities to keep things going in rare low-mood times.

And please stop motivate people, they hate it.

Michael Dubakov
TargetProcess Founder

I will try to share this feeling and tell more about the principles of information visualization based on some very impressive stories. I beg your pardon for a couple or two boring definitions. There’re no jokes in this article, intentionally. It’s a deadly serious business, so scrape up all your patience and read on.

Disclaimer: the article is quite lengthy. Even so, it’s my sincere hope that you will get over it in no time, as I can’t stress enough how engaging and fascinating the subject is.

Here is the program:

Here is the diagram I’ve sketched in half an hour to generate some ideas. Bubbles are activities, practices and other entities that can make an impact on the development speed. They can have either positive or negative effect. For example, it seems that only two things improve velocity directly: fast feedback and experienced developers. While there are many other things that slow us down, such us unplanned work, interruptions, multi-tasking, rework, high coupling and technical debt.

The cool thing about this diagram is that it asks very specific questions:

• How to deal with customer requests and reduce unplanned work?
• What to do with urgent bugs?
• How to do more training?
• How to have smaller batches?
• What to do about noise and interruptions?

When you ask such questions on a retrospective meeting, you can expect quite many good ideas. If you just ask:  “How can we work faster?”,  the answer would be silence and confusion.

You can spot such problems like delays and re-work very fast this way:

Now we’ve brought this idea to life. The Flow chart for every user story, bug and feature will be available shortly in TargetProcess v2.22.9.

The chart gives answers to a whole lot of hands-on questions:

• For how many days has this User Story been in this particular state?
• Were there any delays?
• Was there any re-work?
• Who was responsible for the User Story?
• When were Bugs and Tasks added and closed?
• How much time was spent each day?
• Were there any impediments?

Let’s look at some examples. The user story on the chart below has been  in Open state for 25 days (it means, in the Backlog). Then it jumped right into In Progress state. Two developers (Alla and Vladimir) started working on it (so it was pair programming). They’d been working for 3 days and then the story was moved into Re-open state. This is quite surprising, most likely they had to switch to something else (no good). Then they got back and spent 15 days working on this user story. That’s way too long. Most likely there were switches as well,  so this should be investigated.

Starting from Oct-18 the progress was very good: development went smooth, tester found several bugs and they were fixed in 2-3 days. Finally, the user story was released to production with no more delays.

You immediately get a high-level overview: delays and up/down state transitions. It is a clear sign of some problems, the systematic ones or not known so far, but we already have some background info to start an investigation).

Let’s check another example. It looks like the user story on the chart below was taken to development right as it was added. That’s true in fact, since it was a customer request to which we reacted immediately. It was implemented in a single day, and there was a small delay before tester took it to the  testing phase. We found quite many bugs and fixed them in 2 days, everything is fine. But then the completed user story was hanging in Release Branch state for 11 days, and that’s no good.

We’re planning to extend this Flow Chart and put more information there (comments, attachments, etc.) The goal is to provide the complete production timeline uncovering hidden malignant patterns and problems. You should be able to get a high-level overview in an instant and dig into as many details as possible.

No one knows the exact how-to of writing great software fast, that’s the problem. Waterfall passed away at the crossing of 2 centuries, whereas new software development methodologies (agile) fail at solving the fundamental problems so far. We’re living in very interesting times. Software development industry grows fast right here, right now, and the foundation for a quantitative leap is building up.