Justin Francis Self-Portrait

Saturday, February 9, 2008

Managerial Technological Vision

I find that in a lot of companies, upper management relies too heavily on development teams for the implementation of their technological vision. What is worse, the vision is normally only truly supported by the CEO, and is more akin to a feature set than a vision. What invariably results is a vision that is too specific and lacking in feedback from end users. It is also usually not supported by middle or upper management.

This leads to conflicting interests between the development team who want to implement the CEO's directive, and the department affected, who at best see the changes required as unnecessary and at worst see them as an unacceptable impediment to reaching their own goals set by the CEO.

Thus the feedback they give is hostile and unhelpful. The features eventually built are not helpful and their required use seen as a draconian measure requiring more work for no benefit (like time-sheets). If the users do use the software at all, they won't use it properly or to its maximum ability. They will also complain and resent the development team for forcing them to change how they work. Perhaps the worst effect, however, is that with everyone dragging their feet, project pace slows to a crawl, and the development team gets blamed when projects never end.

I believe that the way this should work is upper management must come up with a shared strategic vision as a whole for where the company's development effort should focus (efficiency, customer visibility, marketing, reporting?). This high-level, abstract vision should then be passed down the ranks to middle management to implement. Then specific departments and groups would come to the development team requesting advice on how they can implement the vision, instead of the development team going to a department insisting they have a mandate for change.

So how do you get there? I am not all that sure. But I do have the following ideas. Critically, management must be educated, or perhaps the term should be "given feedback" on the effects of the current process. When that fails, there are ways to mitigate the damage to users.

Hold "secondary stakeholder meetings", which I define as a meeting of middle management and end users, without upper management present. The majority of each iteration goes toward implementing the vision, but this forum is used to schedule a portion of each iteration for immediate concerns. The secondary stakeholders can use this portion for anything they want, and upper management should not be able to override the requests. This allows time for building features that would never be implemented in the vision.

Finally, every good development team should reserve a portion of each iteration for internal use. Normally this effort is used for larger refactorings, experimental development, development tools, and other features that make the development team function smoothly. There is nothing wrong, if you fudge the agile rules a little, with taking some of this time to build a feature that you can see the company is screaming for, but that nobody is willing to request. The most popular features I have built have been based on ideas generated within the development team that the users subsequently realised they needed, but would never have scheduled on their own.

It is very difficult to overcome an incoherent or divided company with respect to technological vision. With hard work, however, it is possible to mitigate the negative impacts, and with constant feedback (and with end-users on your side), management may change their ways, leading to a company united behind the technological strategy, and critically, united behind the development team.

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