Better Software - March 2008 - (Page 21)

Management Chronicles STORY LINES 1. Without a mission, you can’t define the work that belongs in your group and the work that doesn’t belong. 2. A mission should say what you will do and help you explain what you won’t do. 3. Beware of missions that promise immediate or continuous response to the organization unless you do have a 24/7/365 organization and the staff to support that service level. 4. It’s easier if your manager has a mission, but if your manager doesn’t, start with the work you do (and want to do) to generate your mission. Be ready to revise your mission when your manager develops his. and the reasons why we have it, let’s discuss our mission. A good mission explains what we do and don’t do. It establishes the boundaries of our work and explains how our development group fits into the organization. A great mission will provide reasonable and measurable objectives for our work so other groups can see what we are responsible for—and not responsible for,” Janice explained. “Oh, so I don’t have to add something impossible such as, ‘Respond to all requests in twenty-four-hours’?” Chris asked. “No, that’s how we got into trouble with Big Customer1 last quarter, remember?” Steve said. “You know, if we were a custom development group, responding to all requests in twenty-four hours might make sense. But we’re not. Janice said. “Let’s develop a mission that makes sense for us, and I’ll talk it over with my boss. I’ll convince him our mission is on target.” Janice grinned. “But if he doesn’t agree, at least I’ll understand what he wants us to do differently.” The three of them worked for a while, until they were satisfied. Janice said, “Read the mission out loud, Steve, so we can hear it.” “We will enable our customers to organize and see their data by creating products that our company can sell. We will continue to extend each product and family of products so the products provide a cost-effective solution to our customers’ needs.” “OK, with this emphasis on products and product families, as well as costeffectiveness, I now have ammunition to say no to more of these customizations,” Janice said. “Maybe my boss will think about his mission instead of just saying yes to everything that he sees. But if not, we can use our mission to set some boundaries for what we do and what the company does. Thanks, guys.” {end} Do you know your mission? Does your mission guide your work? Follow the link on the StickyMinds.com homepage to join the conversation. www.StickyMinds.com MARCH 2008 BETTER SOFTWARE 21 http://StickyMinds.com http://www.sqe.com/ http://www.sqe.com/emtd http://www.StickyMinds.com

Table of Contents Feed for the Digital Edition of Better Software - March 2008

Better Software - March 2008 Contents Mark Your Calendar Contributors eLightenment Technically Speaking Code Craft Test Connection Management Chronicles Cover Story: Breaking Ground On SOA Software Development Worst Practices Mind the Gap Product Announcements 10 Things You Might Not Know About... The Last Word Ad Index

Better Software - March 2008

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