| 10 Evo Principles by Tom Gilb | Overview | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | Info |
Evo is holistic systems engineering - all necessary aspects of the system must be complete and correct - and delivered to a real stakeholder environment - it is not only about programming - it is about customer satisfaction |
Discussion:
Evo forces us to plan and complete all aspects of the product that are necessary for all stakeholders' satisfaction. We have to go beyond software 'functionality'; and even beyond software quality and performance. We have to consider the hardware, the training, the documentation, the testing, the help desks, the fixing process, the marketing and customer information, future extensions - anything that stands in the way of success if not properly dealt with.
Evo forces us to deal with these ultimate realities because every Evo step is an attempt to hand over our total product to a real environment - not usually the final 'all-customers' environment - but as real as we can make it before we finally hand over. The environment is like field trials - except we do them early (the first week of the project) and frequently (maybe 50 times in a row). If we are going to get some bad news, we'd like it as early as possible! We can also deal with a wide variety of internal and external stakeholders, one by one, on their special turf (like integration testing, bug fixing, translations, actual user learning).
| Example: | |
| This was sent to three of HP's CTO's (Chief
Technical Officers) (for the overall business, as well as the imaging & printing and
computer systems businesses) by Bill Crandall Building on what we've learned from our long-term relationship with Tom Gilb, author of "Principles of Software Engineering Management", we believe that we've begun to understand, with some solid research data to back it up [, that] in particular, what matters (in terms of achieving high customer satisfaction and market success) are:
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| For more details, see the article from Alan MacCormack in the Winter 2001 issue of Sloan Management Review. |