Despite the
, most developers are faced with the requirements gathered from non-technical customers. Sometimes there are project managers who deal with customers and translate their needs, not other times. In any event, the fact that changing the changes is an indispensability.
Most of these have to do "good programming practice" so that they can face changing requirements. Principles like yagya, dry, loose coupling etc contribute to this. Evaluative development processes such as Azeel also strive to solve the anxiety of trying to kill a moving target, and of course, making a system under test makes it infinitely more likely to change.
Still, it seems that many of us want to attack not only, but also any person.
The question is: how do management of the client make it possible for them to discourage their arbitrary or trivial changes and change their needs in ways they need is. how you do it?
- Do you have the project managers to save the gods from the customer?
- Do you have a formal change management process? Change managers?
- When the customer really needs it then how difficult is it to make changes?
- On the contrary, a customer is "insignificant"?
- How much detail do customers give when explaining the cost of change?
- After getting a request for change, how often can you give this information to the customer
- What causes the torpedo process (for example)
- What works for you?
If you are looking for the ideal world, Does not change the mind or you get the ideal idea - You are in the wrong business . It is being said, the most effective mechanism has been found to change the expectations of the customers and to change the requests, to establish a precise system of measurement.
In the same way I run my team:
1) We start with user stories. Customers are involved in writing them and the development team estimates how long each user will take the story in a relative way.
2) By using prior experience, I take these relative projections (story points) and a difficult time when the main milestone of the project will be completed.
3) Within these milestones, we run 2-week iterations. Customer approval is included in setting criteria and whether the story has been approved or not. A simple burn-chart chart shows how close it is to meet the goal of customer launch. 4) During the approval session often the customer will request a change because this feature did not know how to expect it (even if it met with its original approval criteria). At this time you generate a new story with a new estimate. You can adjust your milestone dates appropriately, and then put the ball back into the client's court:
- Many times they feel that their request for change is not worth it.
- Sometimes it is important that we delay the due date to get this facility < Li> And finally, always another importance
There is no escape from the key change requests, but to determine that each change is the result of the request for the product. There is no such thing as a free meal.
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