How you design your team has a great deal to say for the speed and quality of the resulting work the team will do.
The ultimate ideal for speed is a one-man show.
There’s this one guy doing everything in the project. He is competent in engineering practices such as software design, scaling and testing, and he excels in design, user experience and what not.
When he has an idea, he considers it. He weighs it back and forth. Then a decision is made, right there on the spot. No waiting, no straying, no nothing — just an idea, wham bam, a decision. All while taking a shower or having a cup of coffee. Soon he’s back at the keyboard implementing it, testing it, committing it, deploying it.
The next thing you know users are using it, providing their feedback and insight.
Did you notice the lack of all-day design committees (probably reaching no consensus, scheduling follow-up meetings the next week). Notice the lack of a board of directors that takes weeks to assemble into one room. Notice the lack of calling, facilitating and planning endless project-meetings. No extensive change processes. No writing frequent status reports. No large specifications documents needed to keep in sync for review and approval, there is no handing over documentation between the design phase and the implementation phase.
With the one-man show, it’s just wham bam thank you ma’m. It’s like a ninja — the ultimate warrior mastering all needed disciplines needed to win the war, and he’s calling the shots faster than you can say cheeseburger.
— Cheese (I chopped your head of) burger.
But say the ultimate goal is quality, not speed.
The ultimate ideal for quality is hordes of different specialists working the project. They work in teams, or they might even separated into entire departments or companies dedicated to one profession each. One of these teams consists of the best designers the world has to offer. Another team has the best programmers and there’s a team of the best usability experts in the field.
At the start of the project all sit together until everyone agrees what problem we are solving, and how we want to solve it. If new challenges arise underway, they will gather to discuss and to agree how to adapt.
We start the project, and we are passing the project from team to team, giving each of them the time they want, and do not interrupt them until they’re done. They will ask for your input when they need it.
When they are finished, you should have the best quality money can buy, shouldn’t you? After all they had all the time in the world, and they were not interrupted.
Speed or Quality?
Now, all you have to do is choose, will you need speed or will you need quality in your particular project? Choose your strategy from the two outlined above thereafter. Unfortunately, it’s not that easy. Or, rather: luckily there’s more to it.
The problem with speed
With the one man show, you are very exposed to obtaining one or more crappy qualities on your software product. Your guy will have his strenghts, and there is bound to be weaknesses. So you end up with the best user interface, but a crappy test-suite making the software unmaintainable. Or perhaps you have a delightful backend, but a user interface that sucks. Or maybe your ninja is so anal about every quality that he is failing to build up speed in the first place.
It just does not scale, and you are very exposed to this individual’s priorities.
Ultimately the lack of tests, the poor scalability or the increasing complexity will stop the project dead in its tracks. So much for the ultimate speed ideal. It was fun while it lasted, but it did not last. Project stops. Try again.
The problem with quality
OK, so you chose the smart path and aimed for quality. You landed the big budget and told everyone to do their very best, and gave them all the time in the world.
I’m sorry to report that problems seems to pile up for these kind of teams as well.
So your user experience department spends a week, a month, two months, or whatever time it takes to craft the best user experience possible for the problem they are solving. Then your design department spends a week, a month, two months, or whatever time it takes to create the best design of their life. They hand it over to engineering, and, as they go off to win a design award, the engineers have a go at fulfilling all the promising features that the UX-team wire-framed now fitted with the award winning design. They spend a week, a month, two months or whatever it takes to create the very best implementation. Their algorithms are featured in next years text-books for the university students.
Only now the solution solves yesterdays, yestermonths or even yesteryears problems.
The core problem with this quality approach:While each of your teams were busy creating the best user experience, the best design, the best algorithms, someone else were busy making the most accurate solution for the problem.
And as if that wasn’t enough, they were adapting to the problem as it changed in character. The problem always does that. Change, that is. At least in the field of software product development.
No problem, you’re thinking! Let’s just pass the ball back to UX, on to design and then back to engineering. That will show them!, in just 1 month or 2months or n months time, that is.
Oops, and there’s that change of problem to solve again. Darn it. Your project is behind, and your award winning design and algorithm are not solving the right problem. Quality wasted.
Turns out that time available and uninterrupted focus in each discipline is far from the only factors which affect the total quality of the project.
Solution accuracy is also a quality. Too often forgotten, but probably among the most important ones.
The solution lies in team design
In order to realize the solution, you will first have to buy into the assertion that:
You need quality to achieve speed, and you need speed to achieve quality.
This means that you should not choose either speed or quality. You should aim for both, as they tend reinforce one another. It might feel counter intuitive or even paradoxical, but it holds out.
The team design solution you are looking for draws inspiration from both worlds: the overly optimistic one man show (the ninja) and the bureaucratic silo process with a lot of specialists in their own departments passing the project from silo to silo in total isolation from one another.
You need speed and you need quality.
It’s really quite simple to explain (and very hard to execute)
You need one guy calling the shots, and you need specialists backing up and implementing in quality what he dictates. They all need to interact in a cross functional environment and they also need time to dedicate themselves to their specialties, creating price-worthy work within their profession.
You need to strike the fine balance in your team design to get the speed of cross functional teams, combined with the qualities of the isolated teams. Your continued efforts to ensure both will ensure that these two disciplines reinforce one another to achieve the best quality software you can produce.
“Accept and embrace the risks, even plan how to mitigate them, but don’t avoid them.”
There are, of course, loads of challenges.
- Why should the teams of specialists trust the chief engineer’s decisions, and thus back his ideas with a 100% commitment and enthusiasm?
- The centralized decision-maker will have to be a respected individual, an individual in which all team members place their trust. (Challenge: These individuals are hard to come by, and they have to invest a lot of energy into understanding everything about all parts of the project)
- How will the chief engineer be able to know all about everything in the project?
- Do not underestimate the capacity of man, given the opportunity to focus. The chief engineer will focus on two things : knowing everything about the project, and developing a deep relationship and understanding of the problem to solve (i.e. getting intimate with the customer group). He makes it happen through this focus.
- Also, he must be wise and humble. He must be so humble as to pull information from specialists whenever it is needed to reach the best possible decision for the project. Just as much as he knows where to get all the information he needs — he does not himself possess it. He is trusted to do this, and his trust among his peers gets strengthened all the more when actually doing it.
- What if the chief engineer is hit by a bus?
- A very common question from concerned prospects. The truth is that unless the chief engineer has had a brilliant protege at his side all this time that can step in immediately and take over, your development process will grind to a halt. At least for some time. Consider the alternative for a moment, before gasping in repulsion. Your alternative is a process similar to design by committee (a lot of people involved in every project decision), in which case your development process will grind to a halt from day one. Surely and you will be safeguarded from loosing momentum, but it’s not worth is when the solution is to never really building any in the first place. And that’s just not a smart strategy. Accept and embrace the risks, even plan how to mitigate them, but don’t avoid them.
There are surely more challenges with this approach than my shortlist above, and you’ll have to develop the capacity to deal with them. Nobody said this would be easy. I just asserted that it will be the right thing to do. And it will. Master this, and it will make you strong, fast and of high quality.
Summary: The solution in a simple list
You know you love lists. I know you love lists. That’s why I’m willing to oversimplify the answer to this complex problem, and state it in a few simple bullet points below. Be sure, however, that you set out to absorb these ideas beyond this list, and follow up on the recommended reading, in order to make your team design better and better with time. Kaizen.
- Keep decision making centralized at a wise, trusted, experienced and respected source.
- Ensure a steady flow of cross-functional communication between specialist teams to keep everyone aligned towards the ultimate goal of creating the best overall solution for the problem — not just the best design or algorithm in isolation.
- Ensure that each professional discipline has enough isolated time so they are able to produce work they are proud of.
Am I making this up? (AKA: References)
The concept has been tried and tested not only by us, but in larger scale by Lean inventor Toyota (their chief engineer role), by Gore (the Gore-tex manufacturer) who refuse to scale beyond 150 people per factory in order to keep it small enough for one guy to pull all the threads and have direct contact with everyone involved.
Toyota relies on the chief engineer role in every new product development process. Their future existence relies (more and more) on their ability to come up with new designs that accurately address the needs of the marketplace, and just for this reason they have the chief engineering role, which also makes them one of the best in this field. The others are following in their tracks.
Both of these companies has enjoyed great success as a result of their strategies.
- The Toyota Way by Jeffrey Liker address the chief engineering role.
- The Poppendieck series in Lean comes highly recommended if you find these theories intriguing. (Wisdom seldom come wrapped as a 20 year old kid in a suit)
- Also you can read about “the genius of the and” in the much quoted book Built To Last.
There is no silver bullet. You’ll need to experiment with team design to master it. My best advice would be, that you give it a shot in the small, and in the process you should read the references provided. See how it goes, revise, celebrate your ability to spot your failures, acknowledge your victories and try again.
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Never mistake team design to be the silver bullet. There is no silver bullet. Good team design will not help if you have team members that lack the skills or the motivation to excel within their respective fields. You need excellent individual skills in each team member to pull this one of, and you need to put full trust in them.
It’s not a development strategy for the faint of heart, or for the micro managing control freak.