Home » Author Archives: Dalip Mahal

Author Archives: Dalip Mahal

Dalip is a principal consultant at Accelerated Development and has worked his way through all aspects of software development. He started as a software engineer and worked his way through engineering and product management.

Hidden Assumption of Agile

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Agile cures common problems that we experience in software development, however, there are limitations to Agile.  It may seem like a silver bullet, but there are circumstances under which Agile is not the best choice for development, or at a minimum, not to develop the entire project. The problems with the waterfall model are well known and understood by most ...

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Ready, Fire, Aim: How most gather requirements

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Connecting with your customers and delivering value depends on understanding your customer’s requirements and selling the correct product or solution that solves your customer’s problems. Commonly, the requirements gathering process is done hastily or not at all in the rush to get the sale. After all, the faster you can make the sales process go, the faster the money is ...

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Do Project Managers need Domain Experience?

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Opinions vary on whether a project manager needs to have domain experience.  Certainly project managers that do not have domain experience will be the first to say that domain experience is not necessary as long as they have access to excellent subject matter experts. I would advocate a more nuanced position; that is, a project manager does not need domain experience ...

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Not using UML on Projects is Fatal

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The Unified Modeling Language (UML) was adopted as a standard by the OMG in 1997, almost 20 years ago. But despite its longevity, I’m continually surprised at few organizations actually use it. Code is the ultimate model for software, but it is like the trees of a forest.  You can see a couple, but only few people can see the entire ...

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Pair Programming for Team Building

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Extreme programming (XP) introduced most people to pair programming. The theory was that the sooner that code was reviewed, the more effective the review — so how much more effective can you be if you do that review right away?     Pair programming increases productivity by 3% and quality by 5% The reason it isn’t a better practice is that ...

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Accelerated Development: Team Conflict is for Losers

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It is a guarantee that don’t like someone on your development team and they have behaviors or habits that you might find objectionable: Mashable talks about 45 most annoying office habits [the nest] talks about 10 Annoying Work Habits That Can Get You Fired. But as irritating as you find your co-workers, odds are: You do something that they find annoying… Annoyances ...

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Infeasible software projects are launched all the time

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Infeasible software projects are launched all the time and teams are continually caught up in them, but what is the real source of the problem? There are 2 year actual projects for which the executives set a 6 month deadline. The project is guaranteed to fail but is this due to executive ignorance or IT impotence?       There is no ...

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User Stories are Rarely Appropriate

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All tools are useful when used appropriately, and User Stories are no different. User stories are fantastic when used in small teams on small projects where the team is co-located and has easy access to customers. User stories can quickly fall apart under any of the following situations:   the team or project is not small the team is not ...

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Seriously. The Devil Made me do It!

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Just as eternal as the cosmic struggle between good and evil is the challenge between our two natures. Religion aside, we have two natures, the part of us that: thinks things through; make good or ethical decisions a.k.a. our angelic nature react immediately; make quick but often wrong decisions a.k.a. our devil nature Guess the powers that be left a bug in ...

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Failed! You get what you deserve!

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Consider this, few projects fail because of unusual or unforeseen problems.  If you are trying to go so fast that you don’t do your due diligence or decide to skip steps then — “You get what you deserve!“. Projects succeed because they do not rely on force of personality and luck. Only 3 of 10 software projects succeed (see Understanding ...

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