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