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Next, identify the blockers. These are the people in the organization who are most likely to resist the changes you re making. For example, a manager might object to adding unit tests, claiming that they will add too much time to the development effort and increase the amount of code that needs to be maintained. Make them part of the process instead of resistors of it by giving them (at least, those who are willing and able) an active role in the process. The reasons why people might resist particular changes vary, and answers to some of the possible objections are covered in section 8.4. Some people will be afraid for their jobs, and some will feel comfortable with the way things are and object to any changes. Going to these people and detailing all the things they could have done better is often nonconstructive, as I ve found out the hard way. People don t like to be told what they don t do well. Instead, ask those people to help you in the process by being in charge of defining coding standards for unit tests, for example, or by doing code and test reviews with peers every other day. Or make them part of the team that
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Integrating unit testing into the organization
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chooses the course materials or outside consultants. You ll have given them a new responsibility that will help them feel relied upon and relevant in the organization. They need to be part of the change or they will almost certainly take part in a mini-rebellion against it.
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8.1.3 Identify possible entry points
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Identify where in the organization you can start implementing the changes. Most successful implementations take a steady route. Start with a pilot project in a small team, and see what happens. If all goes well, move on to other teams and other projects. Here are some tips that will help you along the way:
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Choose smaller teams Create subteams Consider project feasibility
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These tips can get you a long way in a mostly hostile environment.
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Choose smaller teams
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Identifying possible teams to start with is usually easy. You ll generally want a smaller team working on a lower profile project with low risks. If the risk is minimal, it s easier to convince people to try your proposed changes. One caveat is that the team needs to have members who are open to changing the way they work and to learning new skills. Ironically, the people with less experience on a team are usually most likely to be open to change, and people with more experience tend to be more entrenched in their way of doing things. If you can find a team with an experienced leader who s open to change, but that also includes lessexperienced developers, it s likely that team will offer less resistance. Go to the team and ask them their opinion on holding a pilot such as this. They will tell you if this is the right place to start or not.
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Create subteams
Another possible candidate for a pilot test is to form a subteam within an existing team. Almost every team will have a black hole component that needs to be maintained, and while it does many things right, it also
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has many bugs. Adding features for such a component is a tough task, and this kind of pain can drive people to experiment with a pilot project.
Consider project feasibility
For a pilot project, make sure you re not biting off more than you can chew. It takes more experience to run more difficult projects, so you might want to have at least two options a complicated project and an easier project so that you can choose between them. Now that you re mentally prepared for the task at hand, it s time to look at some things you can do to make sure it all goes smoothly (or that it goes at all).
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