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Balancing Resources and Load: Eleven Nontechnical Phenomena that Contribute to Formation or Persistence of Technical Debt

机译:平衡资源和负载:11个非技术现象,有助于形成或持久性的技术债务

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Technical approaches to effective technical debt management-metrics, descriptors, transformation tools, and the like-are necessary but insufficient. We must also address drivers of technical debt that lie in the realm of psychology, politics, finance, and policy. The open question is: Will organizations exploit the impressive technology-based advancements in technical debt management to make engineers more effective? Or will they do something else with the cost savings those technologies generate? Psychology, politics, finance, and policy play critical roles in determining whether we gain control of technical debt. For example, if engineering groups become more adept at managing and preventing technical debt, while marketing and sales groups do not improve their own processes, the demands of marketing and sales groups for new products and capabilities might be associated with even shorter timelines than they now are. Schedule pressure usually results. Consequently, enterprise agility and engineering productivity might not benefit from the new technology-based technical debt management capabilities, even though the burden of technical debt might be reduced. Absent a significant change in the behavior of non-technologists, we can expect the effects of nontechnical causes of technical debt to persist, and possibly even to increase in significance. In this paper we explore eleven nontechnical phenomena that contribute to technical debt formation and persistence. We describe each one, and recommend lines of inquiry that can suggest (a) the significance of the phenomenon's effects on technical debt, from an organizational behavior perspective; (b) technologies that could aid in assessing that significance, and which could eventually aid in mitigating the phenomenon's deleterious effects; or (c) changes to phenomenon-related policy or accounting methods that could reduce the rate of formation or the persistence of technical debt.
机译:有效的技术债务管理 - 指标,描述符,转换工具等技术方法 - 是必要的,但不足。我们还必须解决符合心理学,政治,金融和政策领域的技术债务的驱动因素。开放问题是:组织将利用技术债务管理中令人印象深刻的基于技术的进步,使工程师更有效吗?或者他们会用成本节省那些技术产生的东西吗?心理学,政治,金融和政策在确定我们是否控制技术债务时发挥着关键作用。例如,如果工程团体在管理和预防技术债务方面变得更加擅长,而营销和销售团体不会改善自己的流程,则新产品和能力的营销和销售群体的需求可能与现在较短的时间表相关联是。进度压力通常是结果。因此,即使可能减少技术债务的负担,企业敏捷和工程生产率可能不会受益于新技术的技术债务管理能力。非技术人员的行为缺乏重大变化,我们可以期待非技术债务的非技术债务的影响持续,并且可能甚至可以增加意义。在本文中,我们探索了有助于技术债务形成和持久性的11个非本文现象。我们描述了每个人,并推荐询问线,可以提出(a)从组织行为的角度来看,从组织行为的角度来看,这一)对技术债务的影响的重要性; (b)可以有助于评估意义的技术,最终可能有助于减轻现象的有害效果;或(c)改变与现象相关的政策或会计方法,可以降低形成率或技术债务的持久性。

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