Camel Hair, the A-Team and Programmer Cross-pollination

Nsaa Adinkra Symbol “He who does not know the real Nsaa buys the fake of it”

The Joys of Cross-Pollination

One subject that comes up often in my work, but in many different guises, is the benefits of “cross-pollinating” your team. It’s a no-brainer that knowledge dissemination across your team results in more consistent work, more flexibility in terms of resource assignments, and in the end, better programmers all around. The ways of disseminating that knowledge range from brown-bag lunch presentations (which generally work for 1 or 2 lunches before they run out of steam) to required code reviews to the extreme programming approach of pair programming. I know a lot of people that cringe at this technique for any number of reasons, but even in places I’ve worked where I’ve encountered unmovable resistance to this method (either because it’s a “waste” of resources, or because the programmers themselves don’t like it), I have always been able to get an exception to the rule under one circumstance: as a way to quickly transfer knowledge from one more experienced developer to another. That’s because there’s no documentation in the world that can replace having someone explain something to you AS YOU DO IT.

Cross-pollination doesn’t end at training, however. And neither does the purpose of pair programming. Common practice states that if there’s a disparity of knowledge, the least “experienced” developer is that one that should be at the keyboard to ensure that they don’t get passed over and left behind. But it also states that the pairs should be swapped with some frequency. The exact frequency is up to the team, but I generally hear anywhere from 2 hours to one day, max. The reason for this is, in part, that “more” or “less experienced” isn’t just a question of who’s older: it’s a matter of context. I, for example, have been working in Java for more than a decade. But when I work on a Rails project, PHP, or something out of my comfort zone, I have pretty much everything to learn from someone that’s been working with the technology longer than I. And when I roll onto a new project, I have to learn everything about their process, business logic, architecture, etc.

Of course, even “equal” developers have a lot to teach each other. I can’t count the number of times I was watching a presentation, doing a code review, or sitting at someone’s table when I saw their fingers hit some magic key combination that has since saved me hours of pointing and clicking. When you work that closely with others, you pick up new keyboard shortcuts, find out about cool tools, see what blogs they’re reading, and on and on. I’ve been trying out ways to replicate this kind of knowledge transfer for distributed teams using Enterprise 2.0 tools and techniques, but nothing so far can match what you get out of working on the same machine as someone else.

Cross-pollination works on other levels, too. I consider myself very lucky for the time I spent working for Sapient. That’s where I learned what it is that an architect does, and chose my personal career path in life. It’s also where I learned how teams get inspired, and how a process can work to bring people of different disciplines together. I’m also lucky to have worked at with fantastic people here in Brazil, where I learned how a process (yes, even a “heavy” process like RUP with CMMI) can work, where I learned about TDD, Continuous Integration, and more importantly, how to stay current and involved in the community at large.

In the meantime, I hear endless stories about software development shops that are stuck in the 20th-century mindset in terms of how to develop software. Everyone’s heard of TDD, but no one bothers to do it. Everyone says they do agile, but no one seems to get it right. I had a recent conversation with a good friend of mine who said that he had just been offered a promotion to be manager of the whole development team after only 6 months at a fairly successful small software and consulting company because he’d just turned around one of their most important projects from a glaring failure to a raging success. What did he do? He introduced the “radical” concepts of unit testing, continuous builds, and functional testing (and I don’t mean automated functional tests – I mean testing the software AT ALL). “In the land of the blind, the one-eyed man is king.”

The A-Team


This is all old news, but what do I make of it? The first thing that came to mind was that there’s a great opportunity here to start a company specializing in fixing up run-down software factories and development teams. There are consultants out there doing the mentoring thing, but the ones I’ve seen generally focus on a couple of weeks of training, then they cut and run. It might be interesting to put an A-Team spin on things to send in some experts that will actually work with the team to get all the right tools installed, and then make sure everyone is properly “cross-pollinated” before leaving. My ex-team at Sakonnet seems to have gotten its share of fame in the local market, since there were a number of employers hoping to snatch us up as soon as they heard we were available, so maybe I could pull us all back together again for this mission – as long as I get to be the one with the cigars.

But thinking about this a little deeper, it occurs to me that it’s a pretty sad thing that there could be such disparity between work environments. I was discussing with my “one-eyed” friend about why this happens, and I came to the conclusion that people only learn what they have to, and only what they are exposed to. There is a saying in Ghana that “He who does not know the real Nsaa [a coarse cloth made from camel hair] buys the fake of it”. And people that have NEVER worked in a place that encourages process improvements and the quest for better practices won’t know what they’re missing. Any newcomer that aspires to modernize their work area is fighting against the tide, and if they want to make any permanent changes, they have to do it quick. As soon as they themselves get comfortable in their new environment, it’s all over. Perhaps the biggest enemy to following best practices and continuous improvement is safe, comfortable, long-term employment. I’ve been reading articles on promoting what people are calling “Employment 2.0” (when people start coining the phrase “Sex 2.0”, I’m unplugging the internet. Umm… nevermind). The idea is that by loosening ties to one single job, you increase competitiveness, you let the cream rise to the top, blah blah blah. And you INCREASE CROSS-POLLINATION.

Cross-Pollination as… a Business Model?

So there it is: it’s good to cross-pollinate your developers with each other. It can also be good to cross-pollinate them with developers from OTHER companies. This already exists: in conferences, which may be sponsored by you employer. Also, in outside professional groups, like user groups, programming Dojos and the like. But… what if we could do this as a business? What if we could combine the idea of the A-Team with employer-supported open cross-pollination? You send in a crack team of two or three senior developers to fix up a dev team’s practices. You also get a team of less-seasoned developers to help out, for CHEAP, or even for FREE. Why? Because some other company is loaning them to the cause as a form of boot camp training for
their own employees. When the short-term gig is over, they get them back, knowing that they have gained some real on-the-job experience working with the A-Team. This sort of developer loan-outs could be staggered as well. A company might loan out some key employees in advance of having the A-Team mentor the whole development department, or they may send them out on a project afterwards as a type of refresher (or because they promised to do the A-Team one favor some time in the future as payment…).

I don’t know if the idea above would really work. I’m just starting to think this through. It could be that with Employment 2.0 on the horizon, no one will want to invest in their employees anymore (in that case, it might be a good investment for you to loan out YOURSELF…). But imagine what regular company cross-pollination could do for the software and IT industry as a whole. If these assumptions are true:

  1. There is great disparity between the productivity of different software development teams
  2. This disparity is caused by a lack of awareness and experience in better practices

then it seems to follow that we would all have something to gain by getting out of our comfort zone every now and then and making yourself a junior to someone’s senior developer. I pity the fool who doesn’t. I’ll save any Hannibal quotes for when I have this plan working…

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5 Responses to Camel Hair, the A-Team and Programmer Cross-pollination

  1. firebus says:

    okay, here’s a dumb question of no import:

    in pair programming, how do you resolve meaningless differences of personal preference? (some people think better with deep hierarchies, some with flat hierarchies. some people have drunk the grape kool-aid, others the strawberry). there’s usually no right or wrong answer to these differences – people just have different brains. how do you find compromises here?

    to a certain limited extent you can use code conventions to enforce style, or even the use of particular techniques, but the key word there is limited, right?

  2. Timothy High says:

    Ok, let me begin by saying I’m not an expert in pair programming. IANAPPE. That being said, my answer to this is that “you” don’t resolve it. The pair resolves it however they see fit. BUT if there is a convention, but the act of cross-pollination (rotating pairs, and so on), they are MORE LIKELY to resolve it according to the convention (see my post on “Architecture by Accident” – https://timhigh.wordpress.com/2008/09/04/causes-of-decay-architecture-by-accident/). A developer working alone, and in their own silo, is more likely to make up their own convention than to pull their head out of the sand and figure out what the others are doing.

    As for the case when there isn’t a convention, and they don’t agree, I prefer capoeira, but others might go for jiu-jitsu, or use weapons.

    If one is very smart, and the other is dumb as a brick, well, pair programming is not a panacea. I can only say that a presentation isn’t going to work for the guy, either. In this extreme case, perhaps pair programming isn’t the best solution. Give the brick some Microsoft interview quizzes to solve (“Write a program to move a mountain one grain at a time”), stick him in the corner behind some boxes, and make sure he gets a red Swingline stapler.

  3. Timothy High says:

    By the way, the meaningless differences you’re talking about are the ones I call the “8-ball decisions”. They don’t matter, and it’s the architect’s job to make them for everyone else so they don’t waste their time making them. (c.f. https://timhigh.wordpress.com/2008/08/05/architect-commandments/ – Be decisive)

    If you prefer an agile-style team where everyone’s an architect, then everyone must have an understanding that the 8-ball decisions are not worth debating, so just pick one and move on. If this really becomes an issue, then you might want to elect someone to be the official architect, or tie-breaker. Or use a magic 8-ball.

    The architect is also the one responsible for disseminating the 8-ball decisions. Again, proper cross-pollination can render this unnecessary.

  4. firebus says:

    i got it. i’m a loser for being the one who cares which side of a meaningless decision wins out. thank you!

  5. Timothy High says:

    Note to other readers: I know this guy all too well. Intimacy breeds self-contempt, apparently.

    Back to the subject, yes, that’s about it! You’re welcome.

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