Often the most important part of the news is what they didn't tell.
Originally posted by Tim Holloway:
Very commonly, the programmer gives an estimate, the manager doesn't like it and leans on the programmer, the programmer downscales the estimate and the project comes in "late".
First off, realize that almost every project is two projects. The obvious project is the one that's contracted for. Allow for the other one as well. That's the one where the programmer is stretching his/her horizons. It may not pay back immediately, but it does pay off in morale, a more competent staff (assuming you're willing to buck the trend and actually retain staff), and sooner or later those little offshoots may find their way into something of major value. This is the carrot. More than money, toys, free pizza or anything else.
Communication is the key. Turning packs of programmers loose and issuing edicts from the mountaintop won't work. If you're in touch with your staff, you should be able to see the problems coming. And if you see problems coming, it's your job as manager to plan for them.
42
Originally posted by Mark Herschberg:
I am slightly concerned with the amount of effort put in by some developers. I don't think the appreciate the ugency of some products.
Undoubtedly, many of you just thought "typical management thinking." Before you judge me understand that we have a 40 hour work week with 1 hour for lunch each day. Right now we're a week away from the project deadline, it's behind schedule (this is the scaled down product) and the engineers still seem to work at a casual rate, not recognizing the importance of getting this done on time. While I believe people should be able to surf the web and take occasional long lunches, generally trustng them to be accountable for their own time, given the deadline and schedule, I'm concerned.
I believe this is a systemic problem. That is, there never have been schedules and deadlines before. They just did it and kept working on it until it was done. This project, originally estimated for 2 months, is currently 4 months overdue from when they originally planned it.
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Originally posted by Jeroen Wenting:
In that case you can't blame the programmers that they're not used to work under a deadline...
SCJP1.4, SCWCD
Mark Fletcher - http://www.markfletcher.org/blog
I had some Java certs, but they're too old now...
Originally posted by Tim Holloway:
OK. So much for the usual BS. I've said it before and I'll say it again. Creating software is not like making ground beef. You won't get results faster by applying more pressure or running the grinder for more hours. Quite the contrary. Abuse the staff too much and the code will be hamburger.
Originally posted by Tim Holloway:
Rather than posting a big colored Gantt Chart, I'd go with a more informal diagram that shows the overall schedule with emphasis on the high points.
Save the Gantt charts for the individual workers, pass them out in private and discuss them regularly.
Originally posted by Tim Holloway:
And pass out a few attaboys for results above and beyond.
Originally posted by Tim Holloway:
If you're in touch with your staff, you should be able to see the problems coming. And if you see problems coming, it's your job as manager to plan for them.
SCJP1.4, SCWCD
Originally posted by Jeroen Wenting:
In that case you can't blame the programmers that they're not used to work under a deadline...
You should have educated them earlier, not waited until the last moment and then blame them for your inaction earlier in the process.
SCJP1.4, SCWCD
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