InRhythm

Your partners in accelerated digital transformation

agile

How To Write A Good Pull Request

Overview

No alt text provided for this image

Pull Requests are the backbone of open source software development. They allow contributions by anyone, from anywhere. PRs are also a vital form of communication, even within a localized development team working on proprietary software.

What makes a good Pull Request?

Let’s break it down into 4 Rules Of Thumb:

  • Provide Context
  • Make It As Small As Possible, But Not Any Smaller
  • Take Screenshots
  • Ask For Assistance

Provide Context

No alt text provided for this image

Providing context is an important first step in guiding the reviewer. Use this as an opportunity to explain why you are making this change. This can be as simple as referring to the bug/defect/issue number, and as detailed as necessary to describe your change.

In this example, there is a provided link to an original issue on the npm.community site and linked directly to the source of pnpm that was referenced in the original issue.

No alt text provided for this image
https://github.com/npm/cli/pull/32#issue-204418739

In this more complicated example, one wants to make sure I was consistent with how other PRs were made to this repository. One of the suggestions is the old “when in Rome” rule. Some repositories even provide a template, which can be helpful, but this one didn’t. So, one should make each item discussed in the issue into a bullet item, checking-off the ones that were completed and noting anything that you’re not sure about.

No alt text provided for this image
https://github.com/npm/cli/pull/61#issue-211591081

Make It As Small As Possible, But Not Any Smaller

No alt text provided for this image

Everyone agrees that smaller PRs are easier to review. Sometimes it’s just not possible to make a very small change, so here’s some practical advice: don’t do more than necessary. If you need to stray from the core of the change you are making, separate it.

For example – imagine you are adding a path through the code to handle a new requirement. Along the way you realize that some of the variables and functions could use better names, but changing those means that you now need to update a bunch of files in another area of the code. STOP! Don’t make that change! Or at least, don’t bunch it together with your other changes. Instead, make the rename change in its own commit, and probably in its own Pull Request too. In the PR you can explain why you are making the change and how it simplifies the real change you want to make easier.

This same strategy should be applied to most whitespace and re-factorings you want to do during the course of implementing a new feature or resolving a defect. Be considerate of the reviewer’s time. There is nothing more frustrating than hunting through all the changes looking for the actual change and bumping into whitespace and “re-namings” spread across many files.

Take Screenshots

No alt text provided for this image

So you’re working on a story that affects the UI? Maybe you are fixing alignment in IE11, or adding a new interstitial modal when the user clicks a button. The code will get reviewed as it always does, but many people struggle with visualizing layout changes or CSS tweaks. Include a screen capture of the before and after. It’s usually pretty easy to get a before shot – just use the QA or production environment. Then for the after shot, use your local server. Both GitHub and Atlassian BitBucket allow you to paste images, so you can literally SHIFT-CTRL-CMD-4 (OSX) to copy a section of the screen to your clipboard, then CMD-V to paste it into the input box of your PR description.

Another incredibly helpful option is to use an application like GIPHY Capture to record an animated GIF that can be added to your PR. These are great for when you want to show an animation or a sequence of steps.

Let’s face it, it’s a pain for the reviewers to fire up their Windows vm to try out your change that resolves an Edge problem. Make their life easier by including an animated GIF that shows exactly what changed right in the Pull Request!

Ask For Assistance

No alt text provided for this image

Become a big fan of the quote “it is better to beg for forgiveness rather than ask for permission.” In so many instances, not just in software, this rule helps save time. But making too big a change in your PR may be received poorly, especially when you are not a regular contributing member.

Be cautious and curious in order to lead a better engagement and ultimately, a better solution.

Here is a comment made on a PR to a tslint project. You can see how the person’s comment/feedback is acknowledged and further asks a clarifying question because of the impact it would have on so many files. This lets the reviewers know that you have respect and consideration for the size changes coming into their code base, and also that you want to be collaborative in finding the best solution.

No alt text provided for this image
https://github.com/palantir/tslint/pull/1738#issuecomment-261527450

Closing Thoughts

What other things do you like to do in your PRs? What kinds of things would you like to see more of in PRs that you are reviewing? What would you like to see less of?

No alt text provided for this image

What Does Your Innovation Timetable Look Like?

Overview

Innovation is at the heart of almost every business. Companies that can innovate quickly and frequently have significant competitive advantages, easily attract top talent, and provide excellent customer experiences.

However, this is easier said than done. Although most organizations agree that being able to innovate is the key factor that will help them stand apart from the crowd, there are substantial roadblocks to achieving simple advances. 

So… How do top companies innovate rapidly?

They understand a few core principles:

1. Time Is Money

Companies are often sidelined by a standard argument:

“We don’t have the budget right now.”

Innovative companies understand that every minute you wait to implement new ideas, even more dollars are left on the table. The balance of opportunity, cost, and wins is a relevant act, that requires a substantial amount of careful and calculated attention and execution.

2. Looks Are Everything

A heavy focus on UX Design and usability are key components to highly advanced companies.

Rapid iterations on design and function are a pertinent response to customer needs, setting advanced companies on a fast track to favorable brand image and reputation.

3. Right Resource Allocation Goes A Long Way

Introducing new products and features regularly can be taxing on an existing team, and the best people to get the job done may need to be added.

Companies that know how and when to implement talent can successfully curve innovation quickly. From experts in modern frameworks to responsive web, experience is key to get the job done.

4. There’s No Room For Reactive Planning

Upcoming initiatives often have a way of creeping up on companies.

There are typically foundational tasks that need to be taken care of prior to kick-off and resources need to be lined up, in place, and ready to roll when the green light is lit. To circumvent reactive planning, top companies partner with experts to help them tackle foundation tasks, line up the right tools and resources, and plan for big projects.

How and how often companies innovate is a defining metric to consumers – to both meet and exceed customer expectations.

Closing Thoughts

Allotting time for innovation allows organizations to get ahead.

If you concentrate all your energy on operating within the status quo, someone who has learned to set aside time for innovation is going to come along and define the space while you were busy maintaining your current process.

The number one thing you can do to propel your organization forward is to give innovation a leading piece.

Letting Go of the Formality

It wasn’t that long ago that suits, ties, knee-length skirts, heels and pantyhose were required wardrobe staples. In fact, many enterprise Fortune 100s upheld a formal dress code as part of their HR Policy Handbooks. Goldman Sachs, the last bastion of formality on Wall Street, finally relaxed its dress code and offered a “flexible style” option. They only did so last year. Their updated policy permitted men to choose garments other than suits. Admittedly, this made things more complicated for women but that’s a topic for another blog.

Since we’re agile practitioners here at InRhythm, it made sense to look at our own approaches to talent and acquisition. Not to mention retention. Practices and policies drive corporate culture. Here, Agile Platinum Principle One: resist formality, must serve as one of the pillars of our talent strategy.

If your company doesn’t offer a culture that’s aligned with the needs and expectations of today’s job seekers, then, as Hiring Manager or Chief People Officer, you’re going to have a really hard time. At best, you’re going to struggle and slog through your days and recruiting campaigns. At worst, you’re not going to have any people to serve as Chief over!

The link between informality and tech

Ask anyone within the technology field, or external to it, to describe or draw a person in tech, be it a software developer or a startup founder. The universal response is a male, typically Caucasian, dressed in sloppy jeans and a hoodie. Where did this level of informality originate?

Many would cite Lou Gerstner’s (former CEO of IBM) decision to roll out “casual dress.” Even the New York Times balked with a headline that read, “Black Jeans Invade Big Blue.” Shortly thereafter, Hewlett Packard (HP) introduced “Blue Sky Days” which permitted employees to wear jeans to work on Fridays. From there, dress code devolved or evolved – it depends on your perspective – into what we see today.

However, the Platinum Principal of resisting formality is not restricted to dress code. It extends into everything that we do. Formality also has implications with unconscious bias, how we greet and interact with people, the forms that we require candidates to complete and so on. Tone and style go hand in hand.

How are we resisting formality?

We are constantly taking steps to increase our awareness and connection with our prospective employees, candidates, contractors, staff and employees. Efforts are made to understand what they need so that we can craft our talent, acquisition and retention strategies around their needs and expectations versus requiring that they conform to ours. Here, we have embraced an agile culture across the company, not just in our product development efforts.

As agile craftsmen, with respect to HR recruiting and retention strategies, we have adopted an approach that is more responsive than it is prescriptive. Our applications are deliberately designed with brevity in mind to expedite the hiring process. We measure how long it takes from the time that an application is submitted to an open job posting until someone is seated in the role. A conscientious effort, with monitoring, is made to ensure that we are constantly moving our candidates through the hiring process as swiftly as they seek to do so.

Another way that may come as a bit of a surprise is the effort we make to create a relaxed culture that allows for flexibility and downtime. We understand the enormous pressure and stress that our employees feel as they do all that they can to deliver on our clients’ needs. It’s okay to push through a couple of scrums or back-to-back sprints but it’s not sustainable. Over the holidays, we relaxed with an in-house office party and gave people some bonus time. This week is Valentine’s Day: celebrate it or not, you don’t need to make it about sending flowers and chocolates to your partner. Use it as a reminder to resist formality, take some time and reach out to whomever it is that you care about, be it a parent or sibling or a friend.

Resist formality! Make strides to emulate the people and culture around you. Forcing people into a process defined by its rigor and inflexibility is the antithesis of what a company should do. Particularly a company who’s purpose is to bring agile methodologies and success to our clients.

Stu Weiser,

Director of Talent Acquisition
Image created by katemangostar – www.freepik.com

Unleashing The Potential Of Your Offsite Team

Thriving vs Surviving

Are You Unleashing Your Team’s Potential? Or, are you an engineering Practice Lead or Manager who’s unconsciously capping your team’s potential? While there may be the odd diabolical leader who intents on deliberately holding his or her team back, I like to think that doing so is not the norm. Leaders of agile craftsmen want their teams to flourish and fly through each sprint. Doing so will require creating an environment and work culture that fosters improvement and unleashes a team’s potential.

With a new year and decade here upon us, the idea of making resolutions to catalyze changes isn’t new. It’s a centuries-old tradition that has begun to fall out of favor. Given that < 8%  of us make it through the year, performance and motivation coaches suggest that we set goals for the year instead of resolutions. By setting a goal, we know which direction we’re headed for and it allows us to “slip back” or go off-course occasionally yet still track towards the goal unlike resolutions, which do not offer the same latitude. 

Here at InRhythm, we’re looking forward to achieving continued success in 2020. With increased efforts to build and empower our 10x teams and to better enable our clients, we have set several key goals for the year ahead.

2020 Goals

  1. Continue to put our customers first and make every effort towards 100% customer satisfaction
  2. Foster a culture that truly embodies the Agile Manifesto
  3. Grow our footprint in new markets and industries 

As the Practice Lead , I’m conscious of how well my team is performing and how the toll of being onsite at clients’ workspaces affects them. I’m also aware that I need to give the team space to work together on a sprint and to figure things out on their own. When they hit an obstacle or begin struggling with forward progress, that’s the time to jump in. Until then, leaders must encourage their teams to experiment and err, support them, and back them when the choices they’ve made may not be the ones anticipated by their employer but they’re exactly the right ones needed for the client.

In addition to giving your team some latitude and space so that they can creatively solve problems without you helicoptering over them, you also need to think about giving them recognition. Of course, nobody wants to celebrate repeated failure, but, if a software developer made an informed decision to try to do something in a new way and everyone could extract lessons learned from that effort, then s/he/they should be celebrated for making a bold move and trying to do something different. It should go without saying that the successes also need to be celebrated. Recognition motivates teams to try harder.

Efforts in the opposite direction will have – no surprise – the opposite effect. For example, a lack of recognition for doing well or finger-pointing when there is an error will demotivate teams and start to put restraints on their ability (and desire) to flourish. Powering up 10x teams requires motivation and support so that members can dig deep and unlock their potential. Motivation should be a weekly or monthly focus and not reserved for the one day each year when companies formally recognize their employees, clients or management team. 

Here at InRhythm, we’re encouraging more dialogue between members and practice leaders and added the role of a liaison designed to facilitate open and honest discussion. We’re creating a culture where it’s safe to respectfully voice an opinion and to try new things that could make a difference for our clients. It’s also about accountability. If a team member come forward and voices a concern or a need that does not get addressed with an effort towards closed-loop communication, that member’s potential becomes thwarted. 

Have you made 2020 all about your team’s potential? Are you subconsciously thwarting it or actively boosting it? Be the practice leader that helps teams thrive – not just survive.

Change? What Change? Everything Always Goes to Plan

As software engineers, we are conditioned to brace for change. The very nature of our work requires that we be ready for it. Yet, at our cores, we don’t want there to be any changes. We don’t surrender to the inevitable changes that are going to be required after we submit content for a code review. Instead, we steel ourselves against it, and gear up for battle with a mindset of resistance. We don’t want our QA teams to find any bugs because we’ll then have to make changes to the code we’ve already written. 

The experience, however, is like the Grinch who does everything that he can to stop Christmas from coming. Of course, the holiday arrives anyway. Similarly, despite our best efforts to plan and design an agile effort which builds change in, we’re still not entirely prepared to embrace those changes when they do come. And they will. They always do.

Agile Value #4: responding to change over following a plan” speaks to this behavioral response. It’s all about our attitude. Are we prepared for change and willing to accept that there will be change (as there is for every software engineering project)? Or are we preparing for a fight that we are inevitably going to lose? 

Agile craftsmanship requires that we be nimble in our designs and in our approach. The code we write must stand up to meet the quality demands of the project and not interfere with other parts of the project, but it has to be nimble, too. Anyone at any time in the future may need to rework that code or replace it altogether. If it’s rigid and inflexible, the effort to update it (or replace it) will be that much more intense. Working sprint after sprint is already intense enough – we don’t need to add more stress to our day. In contrast, we need to take measured steps to reduce it.

One of the best ways to manage this stress and to reduce our anxiety is to prepare for change. Embracing a mindset of flexibility prepares us for the change that is coming. If our response is calm and collected, the changes requested will be received just like any new project instead of what may feel like a personal attack on our abilities.

Approaching any project with the expectation that it will likely end differently than it began requires proactively building a roadmap that is designed to be nimble and responsive by anticipating potential changes. Getting ahead of industry trends and predicted needs requires that we are constantly in the mode of collecting feedback from clients, tracking the market and soliciting input from other agile experts. Scenario planning is another way to help with preparedness. This is the only way that we can evolve as a trusted colleague and partner to the clients we collaborate with.

Christopher Okhravi, an authority on agile software development, offers an insightful perspective on the application of Agile Value #4. He reminds us that, “We should never forget that they [the clients] are the ones asking for the system. And they are the ones who will ultimately use it.” Another factor that we need to remember is that rigid planning and process are the antithesis of the freedom derived from an agile approach. As each project unfolds, we learn more about the needs of that project and gain new insights on how to best deliver the code needed to execute the project. However, as we do so, we tend to drift further from the original plan which no longer reflects our reality and this creates tension for everyone involved. 

So, what is the best way forward? Embrace Agile Value #4. We must plan for the worst but hope for the best because change is inevitable. We must be nimble – and stay that way. Change is a necessary element of what we do. We can design our product roadmaps to be responsive and proactive or we can choose to be reactive and struggle to keep up. Getting ahead of industry needs and trends helps us prepare for the changes that will come. Being open to continuous feedback from our clients, our managers, our peers and our colleagues helps us evolve into a trusted co-worker and business partner. 

“Change always comes bearing gifts.”  ~Price Pritchett

Robert Morrell

Practice Lead, Java Cloud

What We’re Reading Around the Web

Agile Manifesto 4/4 – Responding To Change Over Following A Plan by Christopher Okhravi
YouTube
“We should never forget that they [the clients] are the ones asking for the system. And they are the ones who will ultimately use it.”

Manage Stress
Healthfinder
“To be agile, you need to be able to ask, ‘Is this agile?’”

Applying Agile Management Value 4: Responding to Change Over Following a Plan
Dummies
“Unfortunately, traditional project management approaches attempt to wrestle the change monster to the ground and pin it down so it goes out for the count.”

Getting Started With Agile: Responding to Change Over Following a Plan
Pivotal Tracker
“As project execution unfolds, the team learns more about what needs that resulting product will fill as well as how that product can best be built. As this new reality emerges, the team struggles to keep their project aligned to the original plan, which likely no longer reflects the team’s new reality.”