For Distributed Teams, Code Craft is Critical

Right now, most software teams all around the world are working from home. Many have not done it before, and are on a learning curve that means last week’s productivity won’t be returning for a while.

I’ve worked on distributed teams many times, and – through Codemanship – trained and mentored dozens of teams remotely. One thing I’ve learned from all that remote development experience is that coding discipline becomes super-important.

Just as distributed systems amplify every design flaw, turning what would be a headache in a monolith into a major outbreak in a service-oriented architecture, distributed working amplifies team dysfunctions as the communication pathways take on extra weight.

Here’s how code craft can help:

  • Unit tests – keeping the software working is Distributed Dev Team 101. Open Source projects rely on suites of fast-running tests to protect against check-ins that break the code.
  • Continuous Integration – is how distributed teams communicate their changes to each other. Co-located teams should merge their changes to the master branch often and be build aware, keeping one eye on other people’s merges to see what’s changed. But it’s much easier on co-located teams to keep everyone in step because we can see and talk to each other about the changes we’re making. If remote developers do infrequent large merges, integration hell gets amplified tenfold by the extra communication barriers.
  • Test-Driven Development – a lot of the communication between developers, and between developers and their customers, can be handwavy and vague. And if communication is easy – like on a co-located team – we just go around a few more times until we converge on what’s required. But when communication is harder, like in distributed teams, a few more goes around gets very expensive. Using executable tests as specifications removes the ambiguity. It should do exactly this. Also, TDD – done well – produces suites of useful, fast-running automated tests. It’s a win-win.
  • Design Principles – Well-factored code is very important to co-located teams, and super-duper-important to distributed teams. Let’s count the ways:
    • Simple Design
      • Code should work – if it don’t work, we can’t ship it. Any changes that break the code block the team. It’s a big deal on a co-located team, but it’s a really big deal on a distributed team.
      • Code should clearly communicate its intent – code should speak for itself, and when developers are working remotely, and communicating requires extra effort, this is especially true. The easier code is to understand, the less teleconferences required to understand it.
      • Code should be free of duplication – so much duplication in software is duplication of concepts. This often occurs when developers on teams work in isolation, unaware that someone else has already added a module that does what their module also does. Devs need to be aware of duplication in the code – Continuous Integration and merge awareness helps – and clued up to when they should refactor it and when they should leave it alone.
      • Code should be as simple as we can make it – every line of code that has to be maintained as another straw on the camel’s back. When the camel’s back stretches between multiple locations – possibly in multiple time zones – the impact of every additional straw is felt many-fold.
    • Modular Design
      • Modules should do one job – the ability to change the behaviour of a system by just editing one module is critical to a team’s ability to make the changes they need without treading on the toes of other developers. On distributed teams, multiple developers all making changes to one module for multiple reasons can lead to some spectacular merge train wrecks.
      • Modules should hide their internal workings – the more modules are coupled to each other, the bigger and wider the impact of even the smallest changes will be felt. Imagine your distributed team is working precariously balanced on high wires that are all interconnected. What you don’t want is for one person to start violently shaking their wire, sending ripples throughout the network. Or it could all come tumbling down. Again, it’s bad on co-located teams, but it’s Double-Plus-Triple-Word-Score-Bad on distributed teams. Ever dependency can bring pain.
      • Modules should not depend directly on implementations of other modules – it’s good architecture generally for modules not to bind directly to implementations of the other modules they use, for a variety of reasons. But it’s especially important when teams aren’t co-located. Taken together, the first three principles of modular design are better known as “Separation of Concerns”. Or, as I like to call it, the Principle of Somebody Else’s Problem. If my module needs to send an email, I shouldn’t need to know how emails are actually sent – all that detail should be hidden from me – and I should be able to work on my code without having to actually send emails when I test it. Sending emails is somebody else’s problem. It’s particularly useful in a test-driven approach to design to be able to write a test for code that has external dependencies – things it uses that other developers are working on – without actually binding directly to the implementation of that external component so that we can swap in a test double that pretends to do that job. That’s how you scale TDD. That’s how you make TDD work in distributed teams, too.
      • Module interfaces should be designed from the client’s point of view – tied together with TDD, we can specify modules very precisely from the outside: this is what it should look like (interface) and this is what it should do (tests). Imagine your distributed team is making a jigsaw: the hard way to do it is to have each person go off and make a piece of the jigsaw and then hope that they all fit together at the end. The smart way to do it is to define the shapes of the pieces as parts of the whole puzzle, and then have people implement the pieces based in the interfaces and tests agreed. You do this by designing systems from the outside in, defining modules by how they will be used from the client code’s POV. This also helps to restrict public interfaces to only what client’s need to see, hiding internal details, improving encapsulation and reducing coupling. Coupling on distributed teams can be very, very expensive.
    • Refactoring – the still-rather-too-rare discipline of reshaping code without breaking the software is the means by which we achieve good design. Try as we might to never write code that’s hard to understand, or has duplication, or is overly complex, or too tightly coupled, we’ll always need to clean up our code as we go. If the impact of poor design is amplified on distributed teams, the importance of refactoring must be proportionally amplified. The alternative is relying on after-the-fact code reviews (e.g., in GitFlow), which will become multiple times the bottleneck they already were when your team was co-located and you could just pop over to Mary’s desk and ask.

Underpinning all of this is a need for levels of delivery process automation – automated testing, automated builds, automated deployments, automated code reviews – that the majority of teams are nowhere near.

And then there’s the interpersonal: the communication, the coordination, the planning and tracking, the collaborative design. It takes a big investment to make a distributed Agile team as productive as a co-located team.

All the Jiras and GitHubs and cloud-based build pipelines and remote whiteboards and shared IDEs and Zoom meetings in the world won’t save you if the code craft isn’t up to snuff, though. It’s foundational to delivering as a distributed team.

If you want to know more about code craft, visit www.codemanship.com

 

Author: codemanship

Founder of Codemanship Ltd and code craft coach and trainer

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