This essay by Turing Award-winner Fred Brooks is almost 20 years old now. Sadly, the ideas on incremental development are still considered outside the mainstream in IT, which continues to favor the widely-discredited waterfall approach. Read more →
EppsNet Archive: Management
Antipattern: Bore People to Death With Your Job Ads
A common piece of advice to job seekers is: Don’t focus your resume and cover letter on what you want; focus on how you offer what the hiring company wants. This advice also applies in reverse to a hiring company writing a job ad, but in practice, it’s almost never followed, which is why this ad for a position at the Irvine Public Schools Foundation (IPSF) jumped out at me: Read more →
The Cat in the Hat as a Management Consultant
This little tale, which appears to be a book for children, is actually a clever evocation of what happens to a corporation when a management consultant is hired by absent, clueless senior management to evaluate its organizational structure and to effect change. Beginning slowly, the Cat proceeds to take everything apart, make a total mess and get everybody in potentially the worst trouble in the world — all at no personal cost to itself. By the time the Cat leaves, it has frightened everybody, and very little has changed except the mind-set of the protagonists, which has been forever disrupted and rattled. — Stanley Bing, reviewing The Cat in the Hat Read more →
Profiles in Management: The Liar
My boss’s boss resigned yesterday. If I had to sum him up in one sentence, I would say — and I think he would take this as a compliment — that he made Machiavelli look like a goddamn amateur . . . Thus spoke The Programmer. Read more →
Setting Expectations
A family member had surgery recently and had to sign a consent form: I have been advised that all surgery involves general risks, including but not limited to bleeding, infection, nerve or tissue damage and rarely, cardiac arrest, death or other serious bodily injury. I acknowledge that no guarantees or assurances have been made as to the results that may be obtained. And so on . . . Don’t say you weren’t warned! Medical professionals are very good at setting realistic expectations with the customer, whereas in IT we take customers into projects with glib assurances and wishful thinking. I wonder if we could make a practice of saying to customers even something as simple as this: “This project — like all projects — has a number of possible outcomes, and not all of them are good. Let’s go over some of the more likely scenarios . . .” Thus… Read more →
Soul-Crushing Email of the Day
I swear to God this is a real email from a once-promising manager with degrees from Brown and Princeton, who recently accepted a new position as Chief of Staff to the CEO, and now uses her Ivy League education to put out emails like this: Effective immediately please ensure that all written communications at [insert company name here] have a minimum font size of 12. In particular, [insert CEO’s name here] has asked me to convey that he will be ‘throwing away’ any communication he receives (over email or on paper) that does not meet this criteria [sic]. Please call me with any questions or comments, and hope everyone has a great weekend! I always say if you’re going to misuse the word “criteria,” at least do it in a highly readable 12-point Verdana font . . . Thus spoke The Programmer. Read more →
Completion Percentages
It ain’t over till it’s over. — Yogi Berra A project manager reports that her project is “48 percent complete.” In terms of what, I wonder? Calendar time? Cost? Effort? I know it’s not 48 percent complete in terms of functionality because there hasn’t been any working code delivered, just a bunch of documents. One approach that makes sense to me is to express completion percentages in terms of implemented requirements. For example, if you have 100 functional requirements, and 48 of them have been successfully implemented, then you’re 48 percent complete! Actually, I oversimplified that a little . . . All requirements are not created equal: Because some requirements cost more to implement than others, and some requirements have a greater business value than others, you could assign relative cost and relative value numbers to each requirement, and calculate completion percentages accordingly. This is good both for measuring the… Read more →
Profiles in Management: The Baffled Bigwig
Our Sr. EVP dropped by today for a meet and greet . . . he was 45 minutes late, and when he arrived, it was obvious he had no idea who he was talking to. “Is this the IT group?” he asked. It was explained to him that some of the people were from IT, but some were from the call center and tech support. “And do they all report to you?” he asked the senior manager in the room. Here’s a little trick I’ve picked up over the years: When you’re addressing a group of people, take a few minutes beforehand to learn who they are. It will make them feel less insignificant. After this fiasco, he went off to a catered meeting with other highly compensated executives, and I went out to buy my own lunch. Prediction: This meet and greet will be mentioned in at least two… Read more →
Two Simple Rules
More software projects have gone awry for lack of calendar time than for all other causes combined. — Fred Brooks, The Mythical Man-Month As a corollary to this, I’d say that lack of calendar time very often forces us to admit that our projects have gone awry. Denial is a viable strategy when delivery dates are far in the future, but when the deadline is staring you right in the teeth, the time for sunny optimism is over and the time for the Day of Reckoning (DoR) meeting is at hand. I attended one such DoR meeting yesterday afternoon . . . This particular meeting broke down into a battle between the Designers and the Implementers. The Designers — who happen to be the more senior members of the team — felt that they had written the specs in such excruciating detail that the system should pretty much have coded… Read more →
High-Visibility Management
A friend of mine asked me the other day, “Do you think an organization really values a good manager?” He asked me that because he’s moving from a position as lead developer on a high-visibility system (lots of job security) to a position managing the developers of that system. And I had to say that in general, I think the answer is no, which is why you see managers generating a lot of useless paperwork to make their work visible: project plans, Gantt charts, spreadsheets, flowcharts . . . Does this help? I haven’t found that it does, but it does provide an illusion of control and an acceptable way of failing: the manager can point to all the paperwork and say, “Well, I followed the accepted process right down the line, so the fact that we failed can’t be my fault!” An analogy Our local basketball team is coached… Read more →
Leadership Questions
Do you find that when one person is appointed Leader, other people in the group then expect the Leader to do things that they could do perfectly well for themselves? That they expect the leader to function as a sort of surrogate parent or playground monitor? If you are the Leader, what, if anything, do you do to encourage or discourage this? Thus spoke The Programmer. Read more →
Profiles in Management: The Tank Commander
In the military, when I was in tank warfare and I was actually fighting in tanks, there was nothing more soothing than people constantly hearing their commander’s voice come across the airwaves. Somebody’s in charge, even though all shit is breaking loose. . . . When you don’t hear [the commander’s voice] for more than fifteen minutes to half an hour, what’s happened? Has he been shot? Has he gone out of control? Does he know what’s going on? You worry. And this is what Microsoft is. These little offices, hidden away with the doors closed. And unless you have the constant voice of authority going across the e-mail the whole time, it doesn’t work. . . . You can’t do anything that’s complex unless you have structure. . . . And what you have to do is make that structure as unseen as possible and build up the image… Read more →
Management 101: How to Demoralize Your Top Performers Into Early Retirement
Sanders quit because Lions weren’t winning — ESPN.com headline Background Barry Sanders, as you may already know, was a running back for the Detroit Lions — one of the best running backs ever. It was shocking news — to the extent that an athlete’s retirement can be considered “shocking” — when Sanders retired in 1998 because, at age 31, he was at the peak of his career, and on the verge of breaking the all-time NFL rushing record. Some Lions fans — to this day — still expect him to change his mind and play again. What Sanders Said Sanders has an “as told to” autobiography coming out, in which he says that he retired, not — as the above headline says — because the Lions weren’t winning (which they weren’t), but because of his realization that the management of the team no longer cared about winning. Big difference. Here’s… Read more →
Overheard
A project manager talking to a business analyst: PM: Can you have that done by today? BA: No I can’t, and here’s why. [Lengthy explanation deleted.] I can have it done by next week. PM: Can you have it done by tomorrow? Read more →
Management 101
I saw the new Jackie Chan movie today . . . it was pretty bad, but the thing that resonated with me was that the movie, like all movies of this type, had an evil villain, and the villain would gather his evil henchmen and say things like “Which one of you would like to explain this latest failure?” He sounded just like one of the managers I work with . . . Read more →
Good News, Bad News
After more than two months out of work, The Programmer lands a consulting job . . . Good news: I get paid and I need the cash. Bad news: I work for a guy who delivers insights like “See, now it’s not just about working better-faster-cheaper, it’s about working smarter!” in the tone of someone who just found a cure for cancer, or who thinks that without him, we’d all be actively seeking out ways to work stupider. More good news: He doesn’t micromanage my work, because he has no comprehension of what it is I actually do. Thus spoke The Programmer. Read more →
A Strong Hand on the ‘Rudder’
Headline from a Morningstar newsletter: Does Your CEO Have a Strong Hand on the Rudder? Yes! In fact, he had shoulder surgery earlier in the year — I suspect as a result of employing too strong a hand on his rudder . . . Thus spoke The Programmer. Read more →
Profiles in Management
If our Director of Project Management took the time that he spends fine-tuning his goatee, his eyewear and his hair color, and put it into reading one or two of the classic software management texts, I probably wouldn’t get so squeamish every time I have to look at him. I would also feel a little better about my career if our CEO didn’t wander into product demos while stuffing his face with Cheetos from the vending machine. Thus spoke The Programmer. Read more →
“Hiring the Best” Explained
An employer is always somewhat reassured by the ignominiousness of his staff. At all costs the slave should be slightly, even much, to be despised. A mass of chronic blemishes, moral and physical, are a justification of the fate which is overwhelming him. The world gets along better that way, because then each man stands in it in the place he deserves. A being who is useful to you should be low, flat, prone to weakness; that is what’s comforting; especially as Baryton paid us really very badly. In cases of acute avarice like this, employers are always a bit suspicious and uneasy. A failure, a debauchee, a black sheep, a devoted black sheep, all that made sense, justified things, fitted in, in fact. Baryton would have been on the whole rather pleased if I had been slightly wanted by the police. That always makes for real devotion. — Louis-Ferdinand… Read more →
The Outing
There are no bad soldiers, only bad officers. — Army saying Tuesday, June 11 To: Developers From: Director, Software Development Subject: Outing We are planning a outing to D&B1 on Friday 21 at 2 pm. I need to know who will be able to attend as we have to make the required arrangements. Please RSVP to me by tomorrow morning. 1Dave and Buster’s, a restaurant featuring multiple bars and a huge video arcade. Monday, June 24 To: Developers From: Director, Software Development Subject: Outing In future if you RSVP to a planned outing please have the decency to show up. Since [the CEO] paid for this out of his own funds it shows a total lack of respect for him and the company. I would not be expecting any type of recognition from the company for commitment and work effort in the future since it was thrown back in his… Read more →