And, that’s the part where I say, “Whoa, Nellie. How is technical debt not part of a story? Why does anyone care how you take care of the code base? Or the automated test infrastructure base? Why does anyone care how you curate the systems? Aren’t you in charge of your environment?”
There’s often a stunned silence. That’s when I realize that while the outward part of the project or program looks agile, the project culture is not agile.
An agile project culture has an empowered team, a team who knows that they must leave the code base a little cleaner than they found it the day before. A team who knows that they must improve the automation every day. A team who knows the story is not done until the entire story is done, and that includes the automated tests and the automated test framework. A team who knows they have to work together to deliver business value every day, not just at the end of the iteration.
This problem is related to the feature-itis problem on the part of the product owner not wanting to take iteration time to schedule anything other than features in an iteration. If the product owner only sees what code developers can do, and doesn’t look at what test developers can do, the project is not agile. If the code developers are the only ones estimating the backlog, that’s a huge problem.
Here are some solutions:
- Call everyone on the project “developers.” Or, call everyone “testers.” I call the team the product development team, and everyone on the team product developers. You have to change the idea that one part of the team is responsible for code and one part is responsible for tests and that the two parts do not operate together. The two parts (plus all the other parts) are responsible for moving the features to a cohesive approach to done. The more you reinforce one group is testers and one group is developers, the less chance you have of getting to done.
- Make sure you have a team definition of done or that you somehow know what done means. It’s not developer-done, or tester-done, it’s demo-worth-done, or release-able-worth-done. I know of some teams that take a while and many discussions to agree on what done means. Discuss it. Don’t worry if you don’t agree right away. Keep discussing it. This discussion is critical to your success as a team.
- Stop estimating altogether. If you have an item on the backlog larger than something the entire project team can complete in a day or two, break it apart–not into tasks, but into smaller stories of business value. Now, you have as many stories as there are days in the iteration, more or less. Makes estimating much easier. You have more conversations about the stories, and much less estimating time.
- When you work on the code, wherever you are in the code, leave it a little cleaner than when you found them.
- When you work on the tests, leave them a little cleaner than when you found them.
- Have a product roadmap which includes the automation. If your product owner doesn’t want to or can’t own the automation, then the technical people must own the goals and the plan for the automation. But automation is a project. You should have a vision and release criteria. You should adapt to change in that project, just like any other project.
- As you work on a story, whomever you are, you help out wherever you are. If you are, by nature, a code developer, you start with the code. Here’s a story to illustrate what I mean:
You happen to be Platform Paul and you do some development, some refactoring, maybe some rearchitecture, some unit test development, whatever it takes to make your code work and checked in. Fine, you are done.
You check with Tina the tester. She is having trouble with the system tests. You do not abandon her, saying, “My part is done.” Oh, no no no no you don’t.
You say, “Hey, Tina, what’s going on? What can I do?” She tells you. The two of you work on her automated test framework, refactoring it until it works for the new code you checked in and her tests. Once it works, and her tests work, now the two of you walk over to Willie Writer.
Willie glares at both of you and says, “I keep writing the online help, but you two kept refactoring all afternoon. I keep chasing you two and those guys!” as he pointed to the other two developers. The three of you laugh and then all three of you complete the online help in the next hour.
Willie and Tina and you do a little exploratory testing under Tina’s guidance, because what do you know about exploratory testing? She calls it “session-based testing.”
Now, the three of you check with the other two developers who have finished the GUI and the middleware, and only now do you move the story to done. Because the feature required a little platform work, more middleware, and a little GUI to be complete.
Product owners, if you don’t want to fund technical debt, you will create more of it. You will slow down the rate of creating features. I have example graphs of this in Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects.
You don’t have to have the perfect automated test framework, not at the beginning of a project. You don’t know what it is at the beginning of a project. You only know you need one. But you can write a little and refactor it. I wrote a column about that.
And, when it comes to creating technical debt, the one thing you must do is, stop. No matter what, you must not create more. And, if you wander into some code or tests that have technical debt, I do not see how you can be a professional and leave it there. At the very least, you can create a defect report that says, “We have technical debt here.” You know it’s going to bite you on the tush at the most inopportune time.
I am not a fan of “go rewrite the system to avoid technical debt.” But you and I both know that technical debt slows down system development and often slows down system performance. I want to avoid rewrites. I want to clean up as I go. If you clean up every single one or two-day feature, you don’t have to pay a huge price, ever.
Reference: Thoughts on Infrastructructure, Technical Debt, and Automated Test Framework from our JCG partner Johanna Rothman at the Managing Product Development blog.