I like to tell large organizations that compared to the break-neck pace of “the silicon valley mindset,” they can operate at a leisurely pace. That pace is usually fast for these enterprises, but their problem set and risk profile is a lot different than hats on cats. Abby has a nice, short write-up that hits on this topic among others:
By the end of his first year, Safford and his teams had built prototypes and market tests and finished 16 new software projects.
At Home Depot, they were at about 140 to 150 projects after a year or so. However, it’s common in the first year to do a lot of replatforming of “simple,” mostly cloud-native compatible apps in there. You can do these at a pretty fast clip, with the rule of thumb being 10 apps in 10 weeks. This is in addition to new applications, but explains high numbers like those at Home Depot. I suspect the Allstate numbers are mostly net-new apps, though.
Safford’s eventual goal is to shift Allstate software development to 70 percent extreme agile programming and 30 percent traditional scrum and waterfall. Where developers used to spend only 20 percent of their time coding software, today up to 90 percent of their days are spent programming. Each of his CompoZed development labs around the world has the same startup look and feel, including scooters parked in the hallways. This is not your grandfather’s insurance company anymore.
What you hear over and over again from organizations going cloud-native is that developers were spending lots of time in meetings, checking email, and otherwise not coding (and, yes, by “coding” I don’t mean just recklessly LOC‘ing it up without design, and all that). Management had to spend much effort to get them back to coding.
As I fecklessly tell my seven year old when he’s struggling with homework: the only way to finish this quickly is to actually do the work.
(Also: nice write-up from Abby!)