http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/ Passionate about Startups and MicroISVs Tue, 07 Feb 2012 17:42:57 +0000 hourly 1 http://wordpress.org/?v=3.2.1 http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/comment-page-1/#comment-345 SKumar Fri, 29 Dec 2006 14:19:42 +0000 http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/#comment-345 Good one. Thanks for the comments. Good one. Thanks for the comments.

]]> http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/comment-page-1/#comment-344 admin Wed, 20 Dec 2006 18:52:14 +0000 http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/#comment-344 Thanks for your input, Patrick. Your points are valid and it sounds like your company is on the right track trying to bridge the gap between developers and executives. One of the most common reasons I've seen for project failure is miscommunication between executives, managers, and developers. The more layers there are, the higher the chance for miscommunication. The value of a small company such as yours is that you are able to eliminate the layers between developers and executives. I have a firm belief that small teams are exponentially more productive than large teams, and I think the same goes for small companies vs. large ones. Also, excellent book recommendation. I plan to pick it up in the next few weeks. Thanks for your input, Patrick. Your points are valid and it sounds like your company is on the right track trying to bridge the gap between developers and executives. One of the most common reasons I’ve seen for project failure is miscommunication between executives, managers, and developers. The more layers there are, the higher the chance for miscommunication. The value of a small company such as yours is that you are able to eliminate the layers between developers and executives. I have a firm belief that small teams are exponentially more productive than large teams, and I think the same goes for small companies vs. large ones. Also, excellent book recommendation. I plan to pick it up in the next few weeks.

]]> http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/comment-page-1/#comment-343 http:// Wed, 20 Dec 2006 18:09:50 +0000 http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/#comment-343 Hey Rob, First of all, I apologize if I was a little edgy in my post. It was 2 a.m. and my Xbox 360 is now giving me the dreaded "3 Red Lights of Death". Not happy about that :) I like your response here, because I think it drives to the heart of what I was trying to say - the best solutions involve open communication amongst all stakeholders, including executives, developers, and everyone in-between. I've never worked in a company larger than my 100 person shop, so I've never had to be in the unfortunate situation of not having communication with the executive level. If you are stuck in that position as a manager, I'd say your primary job is to do as much as possible to bridge that gap. "Executive Support" is on top of the software critical success factors for a reason ;) Our biggest problem has been encouraging developers to use the fact that execs are so close to them...most seem to assume they are not *allowed* to communicate. I always feel that just having a role called "manager" implies that developers have to succumb to that person's will - and that's where Agile methodologies can shine. It will always be the case that "two heads are better than one", and the draconian decisions of a single manager will never be better than what the team could come up with together. The tough part is creating that situation where developers are no longer restrained by management but actually ARE mini-managers themselves. We're finally accomplishing that here, but it takes time. I would suggest Alistair Cockburn's book "Crystal Clear: A Human Powered Methodology for Small Teams" to anyone looking to break the vicegrip of top-down management. Even if you are on a larger team, the ideas that Cockburn presents in this book lay the foundation for empowering teams to reach their full potential. Hey Rob, First of all, I apologize if I was a little edgy in my post. It was 2 a.m. and my Xbox 360 is now giving me the dreaded “3 Red Lights of Death”. Not happy about that I like your response here, because I think it drives to the heart of what I was trying to say – the best solutions involve open communication amongst all stakeholders, including executives, developers, and everyone in-between. I’ve never worked in a company larger than my 100 person shop, so I’ve never had to be in the unfortunate situation of not having communication with the executive level. If you are stuck in that position as a manager, I’d say your primary job is to do as much as possible to bridge that gap. “Executive Support” is on top of the software critical success factors for a reason Our biggest problem has been encouraging developers to use the fact that execs are so close to them…most seem to assume they are not *allowed* to communicate. I always feel that just having a role called “manager” implies that developers have to succumb to that person’s will – and that’s where Agile methodologies can shine. It will always be the case that “two heads are better than one”, and the draconian decisions of a single manager will never be better than what the team could come up with together. The tough part is creating that situation where developers are no longer restrained by management but actually ARE mini-managers themselves. We’re finally accomplishing that here, but it takes time. I would suggest Alistair Cockburn’s book “Crystal Clear: A Human Powered Methodology for Small Teams” to anyone looking to break the vicegrip of top-down management. Even if you are on a larger team, the ideas that Cockburn presents in this book lay the foundation for empowering teams to reach their full potential.

]]> http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/comment-page-1/#comment-342 rwalling Mon, 18 Dec 2006 18:52:38 +0000 http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/#comment-342 Patrick - I think some clarification is in order. I hope this post has not been interpreted by most readers as "my manager stinks." If you've read my past writings you'll know I've not only been a manager, but I have the utmost respect for anyone who manages developers; it's a very difficult job (see http://www.softwarebyrob.com/archive/2005/10/10/Better_Developer_6_Become_a_Manager.aspx). The reason the post takes a "we vs. they" attitude is because that's one of the big problems in our industry. I could have written a letter to "everyone who has something to do with developing software" and sort of rambled on about things that are wrong with our industry, but that's like sending an email to 10 recipients and calling for action; no one will step up because they think the other guy is going to take care of it (psychologists call it "diffusion of responsibility"). I've chosen to focus on a single issue; the very real rift between managers and developers. And I've asked two well-defined parties to take action on fixing things from their end. If Agile does not address this as a real issue in their methodology then they are living in a dream world. In answer to your specific questions: What I'm doing to better the situation is bringing up issues on both sides of the table - this post doesn't only ask for sacrifices from managers, it also asks them from developers. The bottom line message to developers: stop complaining and get the job done. Regarding what I am doing (or what are we as developers doing) to communicate to stakeholders or explain to marketing why the deadline will be missed: developers out there please correct me if I'm wrong, but every company I've ever worked at, with one exception, did not allow developers to speak directly with stakeholders or marketing. Most of the developers I know would like the chance to speak directly with these groups...perhaps that's a better solution to the communication problem than the one I posed in the letter. And I'm all for the better solution. If you've read my blog you know I'm not just here to bang out code and whine...I'm genuinely trying to find ways to make things better for all parties involved. And I'm always looking for constructive ways to make this happen in our industry. Patrick – I think some clarification is in order. I hope this post has not been interpreted by most readers as “my manager stinks.” If you’ve read my past writings you’ll know I’ve not only been a manager, but I have the utmost respect for anyone who manages developers; it’s a very difficult job (see http://www.softwarebyrob.com/archive/2005/10/10/Better_Developer_6_Become_a_Manager.aspx). The reason the post takes a “we vs. they” attitude is because that’s one of the big problems in our industry. I could have written a letter to “everyone who has something to do with developing software” and sort of rambled on about things that are wrong with our industry, but that’s like sending an email to 10 recipients and calling for action; no one will step up because they think the other guy is going to take care of it (psychologists call it “diffusion of responsibility”). I’ve chosen to focus on a single issue; the very real rift between managers and developers. And I’ve asked two well-defined parties to take action on fixing things from their end. If Agile does not address this as a real issue in their methodology then they are living in a dream world. In answer to your specific questions: What I’m doing to better the situation is bringing up issues on both sides of the table – this post doesn’t only ask for sacrifices from managers, it also asks them from developers. The bottom line message to developers: stop complaining and get the job done. Regarding what I am doing (or what are we as developers doing) to communicate to stakeholders or explain to marketing why the deadline will be missed: developers out there please correct me if I’m wrong, but every company I’ve ever worked at, with one exception, did not allow developers to speak directly with stakeholders or marketing. Most of the developers I know would like the chance to speak directly with these groups…perhaps that’s a better solution to the communication problem than the one I posed in the letter. And I’m all for the better solution. If you’ve read my blog you know I’m not just here to bang out code and whine…I’m genuinely trying to find ways to make things better for all parties involved. And I’m always looking for constructive ways to make this happen in our industry.

]]> http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/comment-page-1/#comment-341 http:// Mon, 18 Dec 2006 06:08:24 +0000 http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/#comment-341 Wow. I think you broke just about every agile rule in the book with this one. Starting with the "we vs. they" attitude... Saying "my manager stinks" is just an excuse for not having the guts to take responsiblity for your own career. What are YOU doing to better the situation? What are YOU doing to communicate to stakeholders? What are YOU doing to explain to marketing why the deadline can't happen without scope changes? If you just want to bang out code while whining about how unfair the dev world is, be my guest. I'd rather hire someone who's seeking solutions to these communications issues through active participation. Wow. I think you broke just about every agile rule in the book with this one. Starting with the “we vs. they” attitude… Saying “my manager stinks” is just an excuse for not having the guts to take responsiblity for your own career. What are YOU doing to better the situation? What are YOU doing to communicate to stakeholders? What are YOU doing to explain to marketing why the deadline can’t happen without scope changes? If you just want to bang out code while whining about how unfair the dev world is, be my guest. I’d rather hire someone who’s seeking solutions to these communications issues through active participation.

]]> http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/comment-page-1/#comment-340 matt v. Sat, 16 Dec 2006 14:39:46 +0000 http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/#comment-340 Great letter! I've thought about crafting something like this for a while now (tech support vs. CIO). Great letter! I’ve thought about crafting something like this for a while now (tech support vs. CIO).

]]> http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/comment-page-1/#comment-339 http:// Thu, 07 Dec 2006 15:20:56 +0000 http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/#comment-339 Great. How about? Devs - We will do our best to estimate effort accurately; we will not overpad estimates for things we are not eager to do; we will not lowball estimates for things we want to do so you will buy into them Managers - You will let us estimate the effort and duration for the work to be done - You will never give us false, accelerated deadlines to make us work faster Great. How about? Devs – We will do our best to estimate effort accurately; we will not overpad estimates for things we are not eager to do; we will not lowball estimates for things we want to do so you will buy into them Managers – You will let us estimate the effort and duration for the work to be done – You will never give us false, accelerated deadlines to make us work faster

]]> http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/comment-page-1/#comment-338 Richard Banks Wed, 06 Dec 2006 21:44:34 +0000 http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/#comment-338 Pretty amusing. How about a couple of extra ones: Devs: - We will take a pragmatic approach to problem solving and not over engineer our solutions. (might be contrary to point 5 though) - We will take the time to explain technical problems in a non-condescending manner as required Managers: - You will not go all glassy eyed when we discuss technical issues with you - You will give us time to keep up with technology and time to learn "new stuff" Pretty amusing. How about a couple of extra ones: Devs: – We will take a pragmatic approach to problem solving and not over engineer our solutions. (might be contrary to point 5 though) – We will take the time to explain technical problems in a non-condescending manner as required Managers: – You will not go all glassy eyed when we discuss technical issues with you – You will give us time to keep up with technology and time to learn “new stuff”

]]> http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/comment-page-1/#comment-337 http:// Wed, 06 Dec 2006 20:28:00 +0000 http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/#comment-337 Yay! Yay!

]]> http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/comment-page-1/#comment-336 Dewayne Mikkelson Wed, 06 Dec 2006 18:45:06 +0000 http://www.softwarebyrob.com/2006/12/06/open-letter-to-software-managers-of-the-world/#comment-336 This is an awesome letter, if only we could get some buy in on this. I would really like to set marketings budget too! This is an awesome letter, if only we could get some buy in on this. I would really like to set marketings budget too!

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