| "A Systems Development Manager speaks with a | | | | that we will always need a variety of tools that |
| forked tongue." | | | | address different aspects of the development |
| - Bryce's LawINTRODUCTIONIn order to be a | | | | process. And understand this, in software alone, |
| Systems Development Manager, you have to be a | | | | there are hundreds of ways to skin a cat; thanks to |
| lot of things: front man, educator, mentor, sage, | | | | different programming languages, design and data |
| politician, etc. Oh yea, something else, you also have | | | | base techniques, |
| to be a hypocrite. In order for you to survive in | | | | etc. As much as we hate to admit it, systems |
| today's corporate world you have to say one thing | | | | development can be a lengthy process and anytime |
| to your superiors and staff, but then do something | | | | we try to short stroke it with the latest tool du jour, |
| entirely different in practice. Let me give you some | | | | we only cause headaches later on. You cannot keep |
| examples:* On the one hand, managers know it is | | | | applying Band-Aids when major surgery is required.On |
| important to do the upfront work in systems design, | | | | the other hand, there is the management-oriented |
| e.g., current systems analysis, information | | | | approach. This requires structure, discipline, and |
| requirements definition, establish the proper systems | | | | responsibility; three ugly words in today's systems |
| architecture, etc., but on the other hand, they | | | | development landscape. But before we tackle |
| encourage their staff to rush to coding without first | | | | anything of substance, it is essential that such an |
| thinking the problem through. This is because | | | | environment be created. Can you imagine designing a |
| programming is a much more tangible task than | | | | bridge or a building without such disciplines in place? |
| systems analysis, thus providing demonstrative | | | | Hardly. Why should systems be any different? What |
| evidence to the end-user that the project is | | | | is needed is the establishment of a professional |
| progressing. Managers rationalize this by claiming they | | | | attitude among the staff; whereby a system is |
| work in a pressure cooker and, as such, "We don't | | | | viewed as a product that can be engineered and |
| have time to do it right."* On the one hand, | | | | manufactured like any other product. Once we have |
| managers claim they want standardization in their | | | | the proper perspective, we can organize the staff |
| work effort (to get everyone communicating and | | | | accordingly and create a concerted development |
| working on a common level), but on the other hand, | | | | effort. True, we will use pertinent tools in the |
| standards are thrown out the window the moment | | | | development process, but we have to recognize that |
| push comes to shove.* On the one hand, managers | | | | tools will come and go, and are dynamically applied. It |
| want interchangeable workers who can easily pick up | | | | is the process of building systems that should be |
| where another worker leaves off, but on the other | | | | regarded as a precursor to the application of tools, |
| hand, they are unwilling to train the workers to a | | | | our methodologies. Only when we can reshape our |
| uniform and consistent skill level.* On the one hand, | | | | homogeneous development environment into a |
| managers understand the virtues of sharing and | | | | homogeneous environment will we be able to act as |
| reusing information resources, e.g., integrate systems | | | | true professionals. Unfortunately, this requires some |
| and eliminate duplication, but on the other hand, no | | | | management fortitude, something that is in short |
| mechanism is implemented to check for redundancy. | | | | supply these days. A lot of people, throw up their |
| Consequently, systems lack integration, data integrity | | | | hands and say this is not possible due to the |
| is questionable at best, and systems are routinely | | | | management realities of today and resign themselves |
| rewritten over and over again, representing | | | | to doing small insignificant applications, hence the |
| redundant work effort.* On the one hand, managers | | | | dichotomy mentioned earlier.But let's consider what |
| know their systems and software should be properly | | | | we have done over the last thirty years. We have |
| documented in order to expedite maintenance and | | | | tried CASE tools, 4GL's, program generators, |
| future modifications/improvements, but on the other | | | | prototyping aids, report writers, BPR tools, DBMS |
| hand, documentation is one of the first things | | | | packages, programmer workbenches, etc. True, we |
| sacrificed when a project is delayed. It is assumed | | | | have some great application development tools, but if |
| the system will be documented afterwards; | | | | they are so good why are we still experiencing |
| unfortunately, it never is. Instead of documentation | | | | problems? The answer is obvious; we have abdicated |
| being viewed as a vital working tool and a byproduct | | | | management control over our systems development |
| of design, it is viewed as an inconsequential and | | | | environment.Now is the time for systems |
| burdensome task.* On the one hand, managers claim | | | | development managers to stand up for their |
| they all want quality workmanship, but on the other | | | | departments, their profession, and themselves, and |
| hand, they are unwilling to impose the required | | | | act like managers. All of the things you claim to want |
| discipline, organization, and accountability to implement | | | | and support are within your grasp, as long as you |
| a quality environment.* On the one hand, managers | | | | start behaving more like a manager as opposed to a |
| promise to implement projects on time and within | | | | pawn for the latest programming gizmo. Face it, you |
| budget, but on the other hand, this seldom occurs as | | | | have been seduced and abandoned by your tool |
| project management is superficially implemented in | | | | vendors. You can talk the talk, but can you really |
| their organizations.* On the one hand, managers want | | | | walk the walk?CONCLUSIONManaging a systems |
| their systems to be portable, thereby making them | | | | development environment requires someone skilled in |
| independent of their machine environment, but on | | | | the fundamentals of management, is not intimidated |
| the other hand they fall prey to the latest technical | | | | by technology, and has a more global view of |
| promise and develop systems tailored to a particular | | | | systems. Some of the best systems development |
| physical device.THE "PILL" APPROACHObviously you | | | | managers I have met over the years were people |
| cannot have it both ways. You must take a position | | | | who didn't have a computer background, but, instead, |
| and implement accordingly. Basically, there are two | | | | came from a user area and were not intimidated by |
| alternatives: a tool-oriented approach or a | | | | the latest technical gobbledygook. They were |
| management-oriented approach. On the surface, the | | | | pragmatists who were results oriented and |
| tool-oriented approach appears to be the least painful | | | | implemented a management environment where |
| as it doesn't require any political maneuvering or | | | | development terminology and concepts were |
| management chutzpah. I refer to this as the "pill" | | | | standardized and consistently applied. Frankly, some |
| approach for problem solving. Let me explain. Years | | | | of the best candidates for the position of systems |
| ago, comedian George Carlin talked about how | | | | development manager, are the sharpest critics of the |
| America's drug culture came about. It was his | | | | department. Companies then said, "Okay, put up or |
| contention that we are taught to pop a pill at an | | | | shut."Unfortunately, most of today's development |
| early age such as with children's vitamins. As we get | | | | managers are the antithesis of what I have just |
| older, it thereby becomes natural for us to pop a pill | | | | described. If the choice is between quality and speed, |
| for whatever woes we experience. It may not be | | | | they will always take speed. The point is, you can |
| the right treatment, but we believe it is the most | | | | have both without sacrificing either, it just requires |
| expeditious approach for satisfying our problem. Ask | | | | some proficiency in management.All systems |
| any doctor, and they'll tell you placebos can work | | | | development managers know what the cure is, they |
| wonders in certain situations, but they also know | | | | are just not willing to take it. But understand this, you |
| they have limitations and are no substitutes for | | | | cannot have your cake and eat it too.Tim Bryce is |
| suitable medical treatment.This "pill" phenomenon is no | | | | the Managing Director of M. Bryce & Associates |
| different than purchasing a new development tool | | | | (MBA) of Palm Harbor, Florida, a management |
| that claims to solve all of your problems. You know | | | | consulting firm specializing in Information Resource |
| what? There is no such tool. It doesn't exist, it is a | | | | Management (IRM). Mr. Bryce has over 30 years of |
| myth that rates up there with the Easter Bunny and | | | | experience in the field. He is available for training and |
| the Tooth Fairy. Nor will it ever exist. The reality is | | | | consulting on an international basis. |