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CHAPTER 1 A CONTEXT FOR DELIVERY
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New systems should adhere to delivery standards. All new developments must adhere to set delivery processes. Development teams should begin viewing the constructs for delivery as something that must be treated as a project in itself, to be maintained and developed accordingly.
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Design to Deliver has several consequences: (+) Speed of delivery is improved. Naturally, if the task is automated it is highly likely to be a lot faster. Significantly, the measurement of time taken could represent a useful metric for success of the initiative: delivery measured in terms of seconds and minutes rather than vaguer notions of hours. (+) Confidence in delivery is improved. The ability to repeat delivery constantly and on demand is a significant boon to the development and operations teams. New doors are opened in terms of team capability, such as daily system releases to customers or project teams. (+) Scope of manual delivery activities is reduced. This is another obvious consequence of automating the process. Importantly, it becomes more likely that some of the supporting processes that do not form a critical path but that are still important, such as the distribution of documentation, notification of support teams, and so on, are guaranteed to occur. The process cannot degrade, and occurs in the same way every time. (+) Mundane tasks are automated. Similarly, these kinds of tasks may be considered mundane in the first place, and thus the effort required in this area is not valued. Here it is removed. (+) Quality of the software improves. A system must conform to the process, forcing the developer to consider and implement delivery features up front, forcing delivery higher up the quality agenda. (+) Understanding of delivery improves. Because there is a framework and stated benefits to the automation of delivery, the reasons for considering and implementing successful delivery on a conceptual basis are clearer to the development team. On a practical basis, the actual implementation requirements for a system are detailed. (+/ ) Options are limited. It may not be appropriate to use a solution that would ordinarily be appropriate because of difficulty in implementing the standard process. For example, a useful third-party component may not be easy to deploy and thus hamper automation efforts. We need to decide what is a more important system feature: a useful UI widget or successful delivery. On the other hand, limiting these options may be a good idea with more innovative developers in order to maintain a little control over some of the crazier ideas. ( )100% success is not guaranteed. Despite every effort, it is doubtful that all systems and system features can be fully automated for delivery. Therefore, Design to Deliver does not represent a panacea for delivery, but a roadmap for improvements to the delivery process with some significant successes expected along the way.
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CHAPTER 1 A CONTEXT FOR DELIVERY
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We are able to confidently deliver software using a standard process. The length of time, and planning required, for delivery is known and can be predicted. There is no need for rigid development environments to host our software because we are able to quickly build and deploy a required solution. The complexity and risk of delivery is reduced. The advantages to the implementation of Design to Deliver are as follows: Developers. The developers have a clear strategy for the delivery of products and a set of defined standards to work within. They understand what is expected of them and how the process operates. They can consider the delivery of a product how and when it will be done at the outset of the project rather than toward the point of delivery, a risky activity. Product delivery can, and does, occur at any point in the project, which is a boon to project managers as well. They are freed up to handle true development, which is what they want to do rather than handle mundane tasks. Removing reluctant developers from mundane tasks improves morale and probably improves the quality of the mundane task in itself. Management. To management, the delivery processes are transparent. Risk is reduced since all systems follow the same overall processes. Standards, and therefore monitoring, are available for the management team. The delivery process encompasses part of an overall configuration management strategy for IT and can work within the confines of an existing process quite easily; it is a practical solution without its own paperwork overhead. Cost benefits can be described to senior management in simple terms since development effort for delivery can be calculated beyond just headcount: ordinarily a team can only speculate effort required to deliver a product and this usually becomes a simple headcount issue ( We need another Ops member because we have more systems ). With automated processes, the effort to align a system to the process can be fully estimated, and the delivery measured. The net effect should be a leveling of headcount required for these processes. The bonus is the additional quality and reduced risk in the same activities but for fewer people. Customer response (see the next item) is improved. Customers. The customer can see the product sooner and almost upon demand since the delivery can occur upon demand. The risk of system problems is reduced during user acceptance testing because defects arising from deployment are less likely and thus scheduled testing time is more likely to be unaffected by such things (development teams sometimes forget that testing software disrupts the business as much as customers not turning up to testing disrupts the development). The support cycle should be reduced; it becomes easier for small support teams to deliver small changes once complete. If deployment is tricky, support teams would tend to roll up several bugs into scheduled releases. If deployment is easy, then change can be effected quickly with confidence. This virtuous circle then increases time available for actual development and/or support from the team. Finally, incurred costs from delivery are now transparent; they can be accurately specified and estimated at the project outset. They will also be cheaper as ongoing delivery costs are met through the automated system.
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