“Deadline” can seem like a dirty word, in the software world. But without them, our work wouldn’t see the light of day, get an audience or have an impact. So despite their perceived unpleasantness, I’m all for them.
We tend to plan work towards a deadline in ways that ignore two inherent truths about software development, and therefore often miss them:
- Complexity appears late: Despite our best efforts to surface it during planning and design activities. This is the reason plans go awry at the eleventh hour and deadlines that seemed achievable are inexplicably missed;
- Completeness is hard to nail: Specifically, deadline-completeness. This means only the things that are strictly necessary for a viable release, launch or demo at the deadline. This is likely smaller than the list you feel you want to include, but adds crucial items that are usually not visible to a client, such as productionising, releasing, legal formalities, etc. Many of these are usually slotted in just-in-time before a deadline, or missed. Denial of the need to nail completeness, or discovery of further complexity here, can undermine a deadline.
Maybe we could try something along the following lines, to hit deadlines more often:
- Find the Essentials for Deadline-Completeness: Begin by ruthlessly separating the work that must be completed for the deadline, but perhaps in a heavily-downgraded form.
This might mean something releasable to a production environment (in a walled-off manner, minus a final trivial “reveal” on the deadline date), something that discharges legalities, and something that exercises the agreed use cases in a minimal but viable manner.
Encourage people to write separate stories for bare bones deadline completeness, and then the rest.
Also write meta stories for items required for completeness that would otherwise be forgotten due to not being visible to a client, such as deployments and productionising;
- Hit deadline-completeness early: Complete the bare bones deadline-sensitive work as early as possible, and nothing else. In an Agile approach, this should be at least a sprint or two before the deadline itself. You will end up with a very minimal but released (though perhaps walled-off) system that would hit your deadline, but would perhaps disappoint you in a number of ways. Learn to accept this, because you won’t be revealing this version of your work and something much more crucial just happened that is worth celebrating: You already hit the deadline. You are already capable of delivering. So now, you can…
- Upgrade, iteratively: Add in the work to upgrade that initial complete solution in tight iterations. Each of these should result in a system that is “better” in some way but still deadline-complete; remains releasable, still discharges legal obligations, still exercises the same use cases and perhaps some new and less crucial ones.
Iterate on these upgrades, in a order of decreasing priority, until the deadline.
When the deadline comes, as it inevitably will, you are guaranteed to hit it in some viable and complete manner. There will always be upgrades you wish you could have included but they will be the least important ones and, much more crucially, you aren’t left with an incomplete solution that can’t released, demonstrated or used.
Approaching deadlines in this way means that complexity can be handled as it arises, without derailing the deadline. Hitting deadline-completeness in a minimal way, then upgrading, allows complexity to push out less-crucial upgrades if necessary. Yes, you don’t want it to… but the reality is it might need to. Post-completeness, there is room for the battle between complexity and upgrades to take place, however that plays out and without risking the deadline.
How do you persuade people to adopt this approach? By showing them that everything is still planned to be included, but that deadline completeness is prized first. Assure them that other upgrades, in decreasing priority order, will only be omitted if unforeseen complexities or problems arise. The maximum value possible is still going to be delivered. Nothing has changed but the approach to delivery and risk.
Isn’t this just Agile? If your approach to Agile (and there are many) includes a notion of deadline completeness, perhaps. But who really does Agile that way? After hitting the deadline early, the iterations are Agile-like. But this approach forces early inclusion of aspects that might be unseen to a customer in an Agile world — hence no stories — but which are crucial for the deadline, such as productionising.
Find the essentials and complete them early, then upgrade. By planning in a way that handles complexity like this, maybe we can let it do its worst — as it inevitably will — and still deliver to a deadline?