Seven Deadly Habits of Dysfunctional Software Managers
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Seven Deadly Habits of Dysfunctional Software Managers

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As if releasing a quality software project on time were not difficult enough, poor management dealing with planning, people, and process issues can be deadly to a project. Presenting a series of ...

As if releasing a quality software project on time were not difficult enough, poor management dealing with planning, people, and process issues can be deadly to a project. Presenting a series of anti-pattern case studies, Ken Whitaker describes the most common deadly habits-and ways to avoid them. These seven killer habits are mishandling employee incentives; making key decisions by consensus; ignoring proven processes; delegating absolute control to a project manager; taking too long to negotiate a project's scope; releasing an "almost tested" product to market; and hiring someone who is not quite qualified-but liked by everyone. Whether you are an experienced manager struggling with some of these issues or a new software manager, you'll take away invaluable tips and techniques correcting these habits-or better yet, avoiding them altogether. As a bonus, every attendee will receive a copy of Ken's full-color 7 Deadly Habits comic .

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Seven Deadly Habits of Dysfunctional Software Managers Seven Deadly Habits of Dysfunctional Software Managers Document Transcript

  •           BW1 Concurrent Session  11/7/2012 10:15 AM                "Seven Deadly Habits of Dysfunctional Software Managers"       Presented by: Ken Whitaker Leading Software Maniacs                 Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073  888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  • Ken Whitaker Leading Software Maniacs™ (LSM) Ken Whitaker of Leading Software Maniacs™ (LSM) has more than twenty-five years of software development executive leadership and training experience in a variety of technology roles and industries. Ken has led commercial software teams at Software Publishing, Data General, embedded systems software companies, and enterprise software suppliers. He is an active PMI® member, Project Management Professional (PMP)® certified, and a Certified ScrumMaster (CSM). Sources for LSM’s presentations come from case studies, personal leadership experience, the PMI Project Management Book of Knowledge (PMBOK® Guide), and Ken’s leadership books: Managing Software Maniacs, Principles of Software Development Leadership, and I’m Not God, I’m Just a Project Manager. Read more at pmchalkboard.com and pmuniversity.com.
  • 7 Deadly Habits of Dysfunctional Software Managers 7 Deadly Habits of Dysfunctional Software Managers Ken Whitaker Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Leading Software Maniacs Marks Applying Project Management Principles to Software Development Leadership, Principles of Software Development Leadership, 4Ps, Leading Software Maniacs, Soft-Audit, Jus’ E’Nuff, Nerd Herd Game, the 4Ps logo, the Leading Software Maniacs logo, PM University, PM Chalkboard, and the Nerd Herd Game logo are marks of Leading Software Maniacs, LLC. Project Management Institute Marks PMI, PMP, PMBOK, the PMI logo, and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 1
  • 7 Deadly Habits of Dysfunctional Software Managers Agenda §  Everyone should refer to your “7 Deadly Habits of Ineffective Software Managers” comix §  For the next hour we’ll discuss each of the 7 deadly habits … … and constructive ways to handle them Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   My goal today? You’ll learn at least one new tip today to put into practice today! Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 2
  • 7 Deadly Habits of Dysfunctional Software Managers Agenda §  Releasing a Product Before It is Ready §  Hiring Someone Who is Not Quite Qualified, But Who Everyone Likes §  Make Every Decision a Consensus Decision §  Promising Developers Incentives §  Delegating Absolute Control to a Project Manager §  Taking Too Long to Negotiate Feature Sets and Schedules §  Ignoring a Process In Order to Release Quickly Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Releasing a Product Before It is Ready Ø Habit §  Habit §  Habit §  Habit §  Habit §  Habit §  Habit 1 2 3 4 5 6 7 Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 3
  • 7 Deadly Habits of Dysfunctional Software Managers Releasing a Product Before It is Ready Daniel, newly promoted software executive, wants to prove himself §  Company was in trouble §  3 quarters of disappointing financial results §  A major product upgrade Company Quarterly Financials in progress §  …and it needs to be released this quarter $700 $600 $500 $400 $300 $200 $100 $0 Planned Actual Q1 Q2 Q3 Q4 (current) Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Releasing a Product Before It is Ready Daniel thought the delivery was possible and proclaimed: “We CAN deliver the software suite THIS QUARTER!” Then, Daniel informed his team of the news… Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 4
  • 7 Deadly Habits of Dysfunctional Software Managers Releasing a Product Before It is Ready “Get with it, Man … NO software is 100% error free!” “This software isn’t close to being ready for release!” Becky, Engineering Lead, wearing a “Born to Kill Microsoft” helmet Dante, QA Lead (a descendant from Dante’s Inferno) Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Releasing a Product Before It is Ready A month went by §  Defect trends (incoming versus fixed) not good §  Daniel presented facts back to the executives Defect Tracking Control Chart “No quarter shipment is possible” 10 9 8 7 Defects §  What did the executive team decide??? 6 5 Incoming 4 Corrected 3 2 1 0 M T W T F M T W T F Daily Progress Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 5
  • 7 Deadly Habits of Dysfunctional Software Managers Releasing a Product Before It is Ready The executive team made the decision to: 1. Release the product anyway 2.  We’ll follow with a quick maintenance update always show how customer-centric you are by how fast “You can to market you release and how fast you fix the defects” Crazy-talkin’ VP of Marketing told the executive staff Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Releasing a Product Before It is Ready Deadly Results §  Product launch was a disaster! §  Management team had no recourse but to layoff staff §  Engineers worked hard to correct issues… and to help customer support §  Company lost credibility with customers §  Management team lost credibility with employees §  Everyone paid the price for poor quality Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 6
  • 7 Deadly Habits of Dysfunctional Software Managers Releasing a Product Before It is Ready What could have been done differently? 1.  Never commit until you have the facts and support from the team 2.  Rather than be a hero, ensure that risks are understood and communicated frequently Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Releasing a Product Before It is Ready What could have been done differently? 3.  Always make decisions on your predefined checks Defect Tracking Control Chart and 8 7 balances Defects 6 5 4 Incoming 3 Corrected 2 1 0 M T W T F M T W T F Daily Progress Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 7
  • 7 Deadly Habits of Dysfunctional Software Managers Releasing a Product Before It is Ready Quality Management knowledge area … in the PMBOK® Guide provides great advice Process Groups Implementation Initiating Planning Execution Monitoring & Controlling Plan Quality Perform Quality Assurance   Closing Perform Quality Control Project  Management  InsAtute,  a  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  -­‐  Fourth  EdiAon,  Project  Management  InsAtute,  Inc.,  2008,  extract  from  Table  3-­‐1,  Page  43   Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Hiring Someone Who is Not Quite Qualified, But Who Everyone Likes §  Habit Ø Habit §  Habit §  Habit §  Habit §  Habit §  Habit 1 2 3 4 5 6 7 Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 8
  • 7 Deadly Habits of Dysfunctional Software Managers Hiring Someone Who is Not Quite Qualified, But Who Everyone Likes Shelly wants to hire a senior database engineer §  Required skill set or is it just desired? 1.  2.  3.  4.  Designer and implementer (“hands on”) Balance mixed workload (multitasking) Ability to communicate Demonstrated experience in C#, Java, … Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Hiring Someone Who is Not Quite Qualified, But Who Everyone Likes Position was posted §  Received tons of résumés (out of a 100, how many are usually qualified?) Interviewing took place, no great candidates §  Three months came and went … §  In walks Brian! §  Interviewed well, articulate, employed, … §  Has been technical, recently a project manager Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 9
  • 7 Deadly Habits of Dysfunctional Software Managers Hiring Someone Who is Not Quite Qualified, But Who Everyone Likes Brian comes in for a second round Shelly whispered the “low down” before the interview §  Interview feedback was mixed, isn’t it usually? §  Wasn’t quite as technical as the team would like §  Would fit into culture quite well §  Genuine excitement for the candidate §  HR performed reference checks (Shelly didn’t have the time) Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Hiring Someone Who is Not Quite Qualified, But Who Everyone Likes Bottom line: Brian was hired. Great! Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 10
  • 7 Deadly Habits of Dysfunctional Software Managers Hiring Someone Who is Not Quite Qualified, But Who Everyone Likes At first everything went well… 1.  Then Brian started getting behind 2.  Team had to shoulder his workload 3.  Resentment set in 4.  After three months… Brian was let go! Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Hiring Someone Who is Not Quite Qualified, But Who Everyone Likes Deadly Results §  Set the project back §  Destroyed team morale §  Undermined confidence in hiring manager/ process §  Brian’s résumé now has a major blemish Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 11
  • 7 Deadly Habits of Dysfunctional Software Managers Hiring Someone Who is Not Quite Qualified, But Who Everyone Likes What could have been done differently? 1.  Solidify job expectations as requirements targeted job posting Shelly should have performed reference checks 2.  Pre-screen with 3.  Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Hiring Someone Who is Not Quite Qualified, But Who Everyone Likes Best practice You could resort to the try before you buy approach, right? No! Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 12
  • 7 Deadly Habits of Dysfunctional Software Managers Hiring Someone Who is Not Quite Qualified, But Who Everyone Likes Human Resource Management knowledge area … in the PMBOK® Guide provides great advice Process Groups Implementation Initiating Planning Execution Monitoring & Controlling Closing Develop Human Acquire Project Resource Plan   Team Develop   Project  Team   Manage  Project   Team   Project  Management  InsAtute,  a  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  -­‐  Fourth  EdiAon,  Project  Management  InsAtute,  Inc.,  2008,  extract  from  Table  3-­‐1,  Page  43   Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Make Every Decision a Consensus Decision §  Habit §  Habit Ø Habit §  Habit §  Habit §  Habit §  Habit 1 2 3 4 5 6 7 Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 13
  • 7 Deadly Habits of Dysfunctional Software Managers Make Every Decision a Consensus Decision Prior project was just released §  Major product update badly needed §  Tim, project manager, kicks off a team meeting: This meeting ended BADLY!!! “Let’s decide what goes into the next version!” §  No agenda, just ideas… Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Make Every Decision a Consensus Decision A second try… Tim was better prepared with multiple lists: §  Key defects §  Customer feature requests §  Customer support issues §  Competitor’s key features And, everybody was invited! Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 14
  • 7 Deadly Habits of Dysfunctional Software Managers Make Every Decision a Consensus Decision This time, there was lots of brainstorming: §  War room formed §  Each department had a different priority view §  Needs of the customer, quality, revenue resulted in an impasse §  Jody, at the mercy of an indecisive jury, stormed out! Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Make Every Decision a Consensus Decision What do you think happened? …The executive team stepped in and took control! 1.  “The business was in pain, no more procrastination: we’ll decide for you!” 2.  “Those features that will bring in the most revenue win.” 3.  “Case closed!!!” Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 15
  • 7 Deadly Habits of Dysfunctional Software Managers Make Every Decision a Consensus Decision Deadly Results §  Nobody wanted to go through this again §  Team’s morale wasn’t good on new project (features were decided for them) §  Loss of confidence in management §  Wasted time and energy §  What if the forced decision was wrong??? Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Make Every Decision a Consensus Decision What could have been done differently? 1.  Prepare agendas and (Tim didn’t) desired outcomes 2.  Establish a unified decision beginning of a project criteria at the 3.  Add credibility and sense of urgency with time boxed meetings Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 16
  • 7 Deadly Habits of Dysfunctional Software Managers Make Every Decision a Consensus Decision Best practice 1.  Agree to the right decision criteria up front 2.  Involve the right stakeholders 3.  Prepare: do the necessary homework 4.  Buy-in is more important than consensus 5.  Clearly communicate and reinforce the final decisions Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Make Every Decision a Consensus Decision Project Integration Management knowledge area … in the PMBOK® Guide provides great advice Process Groups Implementation Initiating Develop Project Charter Planning Develop Project Management   Plan Execution Monitoring & Controlling Closing Direct and Manage Project Execution Monitor and Control Project Work Close Project or Phase Perform Integrated Change Control Project  Management  InsAtute,  a  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  -­‐  Fourth  EdiAon,  Project  Management  InsAtute,  Inc.,  2008,  extract  from  Table  3-­‐1,  Page  43   Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 17
  • 7 Deadly Habits of Dysfunctional Software Managers Make Every Decision a Consensus Decision Project Communications Management knowledge area … in the PMBOK® Guide provides great advice Process Groups Implementation Initiating Planning Execution Monitoring & Controlling Identify Stakeholders Plan Communications Distribute Information Closing Report Performance   Manage   Stakeholder   ExpectaAons   Project  Management  InsAtute,  a  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  -­‐  Fourth  EdiAon,  Project  Management  InsAtute,  Inc.,  2008,  extract  from  Table  3-­‐1,  Page  43   Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Promising Developers Incentives §  Habit §  Habit §  Habit Ø Habit §  Habit §  Habit §  Habit 1 2 3 4 5 6 7  .  .  .   Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 18
  • 7 Deadly Habits of Dysfunctional Software Managers Promising Developers Incentives §  Habit §  Habit §  Habit Ø Habit §  Habit §  Habit §  Habit 1 2 3 4 5 6 7 Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Promising Developers Incentives “Let’s motivate the programmers by dangling some incentives!” §  Jason reluctantly offered incentives to two of the key engineers One engineer wasn’t convinced, but reluctantly agreed The other engineer was excited, “Why not? I could use the money!” Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 19
  • 7 Deadly Habits of Dysfunctional Software Managers Promising Developers Incentives The “catch”! A delivery schedule must be made So, did the team deliver? Oh oh – what did management do? Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Promising Developers Incentives Deadly Results §  You guessed it! The incentives were dropped §  Incentivized members were mad §  Non-incentivized members found out, then they were mad §  Management lost all credibility Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 20
  • 7 Deadly Habits of Dysfunctional Software Managers Promising Developers Incentives What could have been done differently? 1.  Management vs employee culture statement: Win-win, win-lose, lose-win, or lose-lose 2.  Avoid encouraging incentives: they can introduce shortcuts and bad implementation 3.  Always reinforce the right culture: Team-centric Commitment Trust Transparency Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Promising Developers Incentives So what happened to the project? Glad you asked… 1.  Project was FINALLY released! 2.  The best developers quit out of disgust 3.  The company eventually folded Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 21
  • 7 Deadly Habits of Dysfunctional Software Managers Promising Developers Incentives §  Definition Two definition terms stand out for Incentive: inducement and bait Merriam-Webster's Dictionary and Thesaurus Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Promising Developers Incentives Best practice Awards are significantly better than incentives Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 22
  • 7 Deadly Habits of Dysfunctional Software Managers Promising Developers Incentives Human Resource Management knowledge area … in the PMBOK® Guide provides great advice Process Groups Implementation Initiating Planning Execution Develop Human Resource Plan Monitoring & Controlling Closing Acquire Project Team Develop   Project  Team     Manage  Project   Team   Project  Management  InsAtute,  a  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  -­‐  Fourth  EdiAon,  Project  Management  InsAtute,  Inc.,  2008,  extract  from  Table  3-­‐1,  Page  43   Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Delegating Absolute Control to a Project Manager §  Habit §  Habit §  Habit §  Habit Ø Habit §  Habit §  Habit 1 2 3 4 5 6 7 Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 23
  • 7 Deadly Habits of Dysfunctional Software Managers Delegating Absolute Control to a Project Manager Is command & control needed? The team There is typically a division of power where a balance of power is needed instead Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Delegating Absolute Control to a Project Manager Question Just how technical does a project manager need to be? Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 24
  • 7 Deadly Habits of Dysfunctional Software Managers Delegating Absolute Control to a Project Manager Lana chosen by Rowland 1.  “Rollback” logic feature needed 2.  Lana presents the story to the team 3.  The team commits to 2 weeks of effort Rowland gets involved with Lana 1.  “Rollback” logic reexplanation 2.  May need a more robust solution 3.  The team commits to 2 months of effort D? NE PE AP TH HA W Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Delegating Absolute Control to a Project Manager Deadly Results §  Negative impact to the team §  Low team morale §  No confidence in management §  No trust with decision making process §  If not handled correctly… §  PM role became a “scheduler” Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 25
  • 7 Deadly Habits of Dysfunctional Software Managers Delegating Absolute Control to a Project Manager What could have been done differently? 1.  W-W-W-W 2.  If you don’t know the content, buddy-up with somebody who does! Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Delegating Absolute Control to a Project Manager Project Scope Management knowledge area … in the PMBOK® Guide provides great advice Process Groups Implementation Initiating Planning Execution Collect Requirements Define Scope Create WBS Monitoring & Controlling Closing Verify Scope   Control Scope Project  Management  InsAtute,  a  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  -­‐  Fourth  EdiAon,  Project  Management  InsAtute,  Inc.,  2008,  extract  from  Table  3-­‐1,  Page  43   Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 26
  • 7 Deadly Habits of Dysfunctional Software Managers Taking Too Long to Negotiate Feature Sets and Schedules §  Habit §  Habit §  Habit §  Habit §  Habit Ø Habit §  Habit 1 2 3 4 5 6 7 Nobody wins (but I do have a little secret…) Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Taking Too Long to Negotiate Feature Sets and Schedules §  Project was shipped §  The team was exhausted §  Project manager and product manager met Then they met with with the team… “What do you want?” EVERYTHING! “Ohhhhhh sure, we’ll get back to you!” Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 27
  • 7 Deadly Habits of Dysfunctional Software Managers Taking Too Long to Negotiate Feature Sets and Schedules Team responds with laundry list estimates “Too many and unfocused, we’ll get back to you” Product management is thinking “I don’t trust these estimates…” Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Taking Too Long to Negotiate Feature Sets and Schedules The one thing both parties didn’t realize… §  Over 50% of requested features used! aren’t even Always 7% Often 13% Never 45% Sometimes 16% Could this be an example of the 80/20 rule? Rarely 19% Jim Johnson, XP 2002 requested feature survey results (The Standish Group) Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 28
  • 7 Deadly Habits of Dysfunctional Software Managers Taking Too Long to Negotiate Feature Sets and Schedules Deadly Results §  After weeks of negotiating it came down to this: “What’s more important: the schedule or the feature?” “BOTH!” §  Two sides to every coin: “I lost a lot!” & “Why weren’t you all realistic to begin with?” Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Taking Too Long to Negotiate Feature Sets and Schedules What could have been done differently? 1.  Reduced projects unnecessary gaps between Project Vision first Use forward motion technique 2.  Establish a 3.  4.  Minimize any clash and emphasize trust between departments Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 29
  • 7 Deadly Habits of Dysfunctional Software Managers Taking Too Long to Negotiate Feature Sets and Schedules Project Scope Management knowledge area … in the PMBOK® Guide provides great advice Process Groups Implementation Initiating Planning Execution Monitoring & Controlling Collect Requirements Verify Scope Define Scope Closing Control Scope   Create WBS Project  Management  InsAtute,  a  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  -­‐  Fourth  EdiAon,  Project  Management  InsAtute,  Inc.,  2008,  extract  from  Table  3-­‐1,  Page  43   Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Ignoring a Process In Order to Release Quickly §  Habit §  Habit §  Habit §  Habit §  Habit §  Habit Ø Habit 1 2 3 4 5 6 7 Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 30
  • 7 Deadly Habits of Dysfunctional Software Managers Ignoring a Process In Order to Release Quickly “We gotta get this product released!” The result is always a mess My friend’s company has no process at all… Isn’t that what agile is about??? They seem to ship on time! We don’t…too much process Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Ignoring a Process In Order to Release Quickly Self-driven team empowered to just “get it done” At first… “This is pretty neat” “No meetings – we can focus on doing the work” E-mail becomes The communications vehicle Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 31
  • 7 Deadly Habits of Dysfunctional Software Managers Ignoring a Process In Order to Release Quickly Deadly Results Project status becomes difficult to determine Water cooler decisions abound “Gold Engineers become feature happy Quality is DOA plating” suits me mighty fine! (not everybody is kept informed) Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Ignoring a Process In Order to Release Quickly The #1 action of an “out of control project” took place: You guessed it: Project restart! CHAOS 2000 survey results (The Standish Group) Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 32
  • 7 Deadly Habits of Dysfunctional Software Managers Ignoring a Process In Order to Release Quickly A not-so-famous marketing consultant told me “Any software development team can get by without a process once … but you’ll always get beaten by a competitor with a process in the long run.” Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Ignoring a Process In Order to Release Quickly Integration Management knowledge area … in the PMBOK® Guide provides great advice Process Groups Implementation Initiating Planning Execution Monitoring & Controlling Closing Develop Project Charter Develop Project Management Plan Direct and Manage Project   Execution Monitor and Control Project Work Close Project or Phase Project  Management  InsAtute,  a  Guide  to  the  Project  Management  Body  of  Knowledge,  (PMBOK®  Guide)  -­‐  Fourth  EdiAon,  Project  Management  InsAtute,  Inc.,  2008,  extract  from  Table  3-­‐1,  Page  43   Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 33
  • 7 Deadly Habits of Dysfunctional Software Managers Bibliography §  Project Management Institute, Inc. A Guide to the Project Management Body of Knowledge: PMBOK® Guide, 4th Edition. Newton Square, PA: Project Management Institute, 2008. §  The Standish Group. Chaos Reports (1994-2006). www.standishgroup.com. §  Whitaker, Ken. Principles of Software Development Leadership: Applying Project Management Principles to Agile Software Development. Boston: Course Technology PTR, 2009. Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 34
  • 7 Deadly Habits of Dysfunctional Software Managers Soooo, did you learn what you expected today? Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   www.leadingswmaniacs.com Copyright  ©  Leading  So2ware  Maniacs,  LLC.  All  Rights  Reserved.   Copyright © Leading Software Maniacs, LLC. All Rights Reserved. 35