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Choosing between traditional and adaptive development

The Iron Triangle of scope, schedule, and budget is fundamental to managing software delivery initiatives. Two general approaches are available for managing this aspect of delivery. With the traditional approach, we try to identify all needs, risks, and costs in advance and create a detailed, comprehensive plan before beginning development. With the adaptive approach, we begin with a vision for the product and incrementally evolve the solution based on feedback from stakeholders. Either way, we must deal with scope, schedule, and budget. However, the mechanisms we use are very different with each approach, and the metrics we can use to steer the initiative are different as well.

There are two key factors to consider when choosing an adaptive or traditional approach to Iron Triangle management: Urgency and uncertainty. Generally speaking, when either urgency or uncertainty is high, an adaptive approach is called for. When both urgency and uncertainty are low, a traditional approach is called for. It’s only fair to say that the choice is not always obvious.

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Process models

This is the second of three posts dealing with aspects of management that I consider significant in choosing management techniques and metrics for software development and support:

  1. Iron Triangle management
  2. Process model (this post)
  3. Delivery mode

In my experience, no two organizations, and no two teams within the same organization, use exactly the same process model for software delivery; nor do they keep the same process intact forever. Everyone tailors their process to their own needs and to the realities of their own situation. In addition, most organizations use more than one process, depending on the nature of each particular initiative or work stream.

That is as it should be. Yet, despite the many variations, there are common patterns that can help us understand how we might plan and track the progress of software development initiatives and support activities in ways that help us make management decisions, as opposed to merely following a published guideline for planning and tracking.
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Iron Triangle management

This is the first of three posts dealing with aspects of management that I consider important:

  1. Iron Triangle management
  2. Process model
  3. Delivery mode

The reason I think these aspects are important is that they affect the way we handle various management issues, particularly our choice of metrics. Metrics that apply to one option in one of these areas may be meaningless or misleading when applied to a different option.

As George Box famously wrote, all models are wrong but some models are useful. The model I present here is based on my own experience and observation. It is wrong by definition by virtue of the fact it is a model; but hopefully it is useful, as well.

The order in which the aspects are listed reflects their relative effect on our choices, in my opinion. The strongest effect comes from our approach to managing the Iron Triangle. That is the subject of this post.
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