The Strategy Template Pattern (informal)

January 18, 2009 — Posted by Al Shalloway

I had my head down this last week doing some code coaching and agile analysis work.  The thing that strikes me about many of our clients is that it is not sufficient to show people what they should be doing, one has to show people what they can do where they are now, as well as create a path to get to where they need to go.  It’s kind of like learning how to ride a horse properly while you are riding something else.

 

The complexities involved and tradeoffs needed are much greater.  A code pattern showed up that I’ve seen many times with teams transitioning to agile methods.  Not sure if this is written up anywhere else, but if so, someone please comment on it for me.

 

Here’s the problem.  Let’s say you have a lot of legacy code with lots of switches.  Instead of including this in the blog, I’ve written it up in our pattern repository here.

This kind of opens up the door to code debt reduction type patterns a la Working Effectively with Legacy Code.  I think this points to the challenge we have that many Agile books don’t speak to – we are not trying to adopt new practices from scratch, we are trying to transition to better practices while we are engaged in critical work.

 

Alan Shalloway
CEO, Net Objectives

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About the author | Al Shalloway

Al Shalloway is the founder and CEO of Net Objectives. With 45 years of experience, Al is an industry thought leader in Lean, Kanban, product portfolio management, Scrum and agile design. He helps companies transition to Lean and Agile methods enterprise-wide as well teaches courses in these areas.


Comments

"...it is not sufficient to show people what they should be doing, one has to show people what they can do where they are now, as well as create a path to get to where they need to go."

This is a perfect example of what separates your team from others. When Alan helped our group at Boeing, Alan not only described the place that we should be but also helped us understand where we were and forge a plan of how to get where we needed to be. That plan had feedback mechanisms baked into it to help us navigate some tough times. While that group is no longer together, the individuals from that group have gone forward to form teams following that same ideal.

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