Tag Archives: process improvement

Function Points (Software Size) come of Age: Mature, Stable, and Relevant


It is with pride and honor to share with you news about the upcoming Sept 13-15, 2017 celebratory (and educational) conference: ISMA14 (International Software Measurement and Analysis) – and its happening in just 4 weeks in Cleveland, OH, USA!

It’s the 30th anniversary of the International Function Point Users Group (IFPUG) – a not-for-profit user group I’ve been a part of for over 25 years.

We’re also celebrating 2017 as the International Year of Software Measurement (#IYSM).  It’s a great year for YOU to get involved (or more involved) and gain the benefits of measurement for software and systems projects!

As the Director of Communications and Marketing for IFPUG, I am excited that IFPUG is now mature (age 30!) and at the same time venturing in new directions with non-functional sizing (SNAP.)  We have much to celebrate, AND we also have more work to do (to publicize how Function Points and SNAP points provide objective measures of software size!)

The time is now!

No longer does your organization need to “fumble around in the dark” to find standard, reliable and objective software sizing measures.  Certainly there is an abundance of available units of measure (story points, use case points, source lines of code, hybrid measures, etc.) — BUT, only Function Points are supported by  ISO/IEC world standards and provide consistent, objective and technologically independent assessments of software size based on “user” requirements.  (Soon, the Software Non-functional Assessment Process – SNAP points for non-functional size will also become an international standard.)

Isn’t it time that your company adopts function points as a universal standard for software size?  YOUR timing is perfect because in less than 5 weeks, International Software Measurement and Analysis (#ISMA14) will be in Cleveland and you will have the opportunity to learn from industry experts in an intimate (less than 200 people) setting. (p.s., I’m one of the main conference speakers so you’ll know at least 1 person there!)

FUNCTION POINT proof is “in the pUDDING” (so to speak)…

We have an English proverb “the proof is the pudding”

The modern version of “The proof is in the pudding.” Implies that there is a lot of evidence that I will not go through at this moment and you should take my word for it, or you could go through all of the evidence yourself. Source:  http://tinyurl.com/5uc7eq3 

I can espouse the benefits of function points, as can IFPUG insiders and supporters such as the world-respected author/guru Capers Jones (whose 17 published books use Function Points as a universal software sizing measure). But, when the mainstream media features articles on Function Points – it’s a call to action for senior executives and IT professionals to take note! Here’s a recent example: (click on the image to read the full story!)

Need help selling your boss on the benefits?

I’ve written up the top 10 reasons to attend ISMA14 with us- won’t you join me (and a ton of other measurement professionals) in Cleveland on Sep 13?

Carol Dekkers, CFPS (Fellow), AEC, PMP, P.Eng.
President, Quality Plus Technologies, Inc.
IFPUG Director of Communications and Marketing

 

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Combining Soft Skills and Hard Tools for Better Software


One of the more interesting topics in software development (at least from my perspective) is the culture of the industry.  Seldom does one find an industry burgeoning with linguistics majors, philosophers, artists, engineers (all types – classically trained to self-named), scientists, politicians, and sales people – all working on the same team in the same IT department.

This creates an incredible diversity and richness – and leads to sometimes astounding leaps and bounds in innovation and technological advancement, but it can also create challenges in basic workplace behavior.  This post takes a look at the often overlooked soft skills (empathy, leadership, respect, communication, and other non-technical skills) together with technical competencies as an “opportunity” (aka challenge or obstacle to overcome.)

It was published first on the Project Management Institute (PMI) Knowledge Shelf – recently open to the general non-PMI public.

soft skills

Added bonus here:  I referenced the You Tube 2013 University of Western Australia commencement address by Australian comedian/actor Tim Minchin at the University of Western Australia in 2013 in my post (he shares his 9 recommendations to graduates, my favorite -and the one I quoted – is #7 Define yourself by something you love!)  I believe it’s worth the watch/listen if you need to take a break and just sit back and think about soft skills during your technical day. (Warning to the meek of heart – it’s irreverent, offensive, and IMHO, bang on in his core sentiments.  If you’re offended, I apologize in advance!)

If you’d like a pdf copy of the post above, please leave me a comment with your email address!  (And even if you don’t, I’d love your opinion!)

Have a great week!

Carol

What Can Goldilocks Teach about Software Estimating?


goldilocks

http://www.qsm.com/blog/2013/what-can-goldilocks-teach-about-software-estimating

Comments?

Trust and Verify are the (IT) Elephants in the room


As a party involved in some aspect of software development, why do you think projects are so hard?  Millions of dollars in research work to solve this question, with the result being new models, agile approaches and standards, all intended to streamline software development.

What do you think is the core reason for project success or failure?  Is it the people, process, requirements, budgets, schedule, personalities, the creative process or some combination?

Sure, IT (information technology) is a relatively new industry, plagued by technology advances at the speed of light, industries of customers and users who don’t know what they want, budgets are preset, schedules are imposed, scope is elusive, and, ultimately computer scientists and customers still speak their own language.  Some people argue that it boils down to communication (especially poor communication).  After all, isn’t communication the root cause of all wars, disputes, divorces, broken negotiations, and failed software projects?

I disagree.

I believe that TRUST and VERIFY are THE TWO most important factors in software development

These two elements are the IT elements in the room (so to speak!) I could be wrong, but it seems like the commonly cited factors (including communication) are simply symptoms of the elephants in the room – and no one is willing to talk about them.  Instead, we bring in new methodologies, new tools intended to bring customers and suppliers together, new approaches, and new standards – and all of these skirt the major issues: TRUST and VERIFY.

Why are these so critical?

Trust is the difference between negotiation and partnership – trust implies confidence,  a willingness to believe in (an)other, the assurance that your position and interests are protected, and the rationale that when life changes, the other party will understand and work with you. A partnership means that there is an agreement to trust in a second party and to give trust in return.  Trust is essential in software development.

BUT… many a contract and agreement have gone wrong with blind trust, and that is why VERIFY is as important as trust. Verify means to use due diligence to make sure that the trust is grounded in fact by using knowledge, history, and past performance as the basis.  Verify grounds trust, yet allows it to grow.

President Ronald Reagan coined the phrase “Trust, but Verify” – but I believe it is better stated as “Trust and Verify” because the two reinforce each other.  This also suggests the saying:  “Fool me Once, Shame on You… Fool me Twice, Shame on Me.”

Proof that Trust and Verify are the Elephants in the Room

Software development has a history of dysfunctional behavior built on ignoring that Trust and Verify are key issues. It is easier for both the business (customers) and the engineers (suppliers) to pretend that they trust each other than address the issues once and for all.  To admit to a lack of trust is tantamount to declaring war and accusing your “partners” of espionage.  It simply is not done in the polite company of corporate boardrooms.  And so we do the following:

  • Fixed price budgets are set before requirements are even known because the business wants to lower their risk (and mistrust);
  • Software development companies “pad” their estimates with generous margins to decrease their risk that the business doesn’t know what they want (classic mistrust);
  • Deadlines are imposed by the business based on gut-feel or contrived “drop dead” dates to keep the suppliers on track;
  • Project scope is mistakenly expressed in terms of dollars or effort (lagging metrics) instead of objective sizing (leading metrics);
  • Statements like “IT would be so much easier if we didn’t have to deal with users” are common;
  • Games like doubling the project estimate because the business will chop it in half become standard;
  • Unrealistic project budgets and schedules are agreed to to keep the business;
  • Neither side is happy about all the project meetings (lies, more promises, and disappointment).

Is IT doomed?

Trust is a critical component of any successful relationship involving humans (one might argue that it is also critical when pets are involved) – but so too is being confident in that trust (verify).  Several promising approaches address trust issues head on, and provide project metrics along the way to ensure that the trust remains.

One such approach is Kanban (the subject of this week’s Lean Software and Systems Development conference LSSC12 in Boston, MA).

Kanban for software and systems development was formalized by David Anderson and has been distilled into a collaborative set of practices that allow the business and software developers to be transparent about software development work – every step of the way.  Project work is prioritized and pulled in to be worked on only as the volume and pace (velocity) of the pipeline can accommodate.  Rather than having the business demand that more work be done faster, cheaper and better than is humanly possible (classic mistrust that the suppliers are not working efficiently), in Kanban, the business works collaboratively with the developers to manage (and gauge) what is possible to do and the pipeline delivers more than anticipated.  Trust and verify in action.

Another promising approach is Scope Management (supported by a body of knowledge and a European based certification) – a collaborative approach whereby software development effort is done based on “unit pricing”.  Rather than entertaining firm, fixed price, lose-lose (!!!) contracts where the business wants minimum price/maximum value and the supplier need to curtail changes to deliver within the fixed price (and not lose their shirts), unit pricing actually splits a project into known components can are priced similarly to how home construction can be priced by square foot and landscaping priced by the number of trees.

In Scope Management (see www.qualityplustech.com and www.fisma.fi for more details or send me an email and I’ll send you articles), the business retains the right to make changes and keep the reins on the budget and project progress and the supplier gets paid for the work that the business directs to be done.  Project metrics and progress metrics are a key component in the delivery process.  Again TRUST and VERIFY are key components to this approach.

What do you think? 

Please comment and share your opinion – are TRUST and VERIFY the IT elephants in the rooms at your company?

P.s., Don’t forget to sign up for the SPICE Users Group 2012 conference in 2 weeks in Palma de Mallorca, Spain. See www.spiceconference.com for details!  I’m doing a 1/2 day SCOPE MANAGEMENT tutorial on Tuesday May 29, 2012.

A Lean Journey: 10 Characteristics of a Good Measure and 7 Pitfalls to Avoid


A Lean Journey: 10 Characteristics of a Good Measure and 7 Pitfalls to Avoid.

Walking on Eggshells – a Normal part of Business?


We have all been there – walking on eggshells to avoid outbursts from  a boss, co-worker, or client.  So we skirt the issue, pretend the bad behavior doesn’t exist, ignore the problem, and spend extra time planning how to present an issue so that the person in question doesn’t explode.

While I know that this type of behavior is rampant in business (I’ve experienced it more than once!) – it has serious (and expensive) consequences in the IT industry.  The repercussions stemming from having to “walk on eggshells” to avoid the potential wrath ranges from minor  “oversights” to full scale project failure.

The Challenger disaster is one such failure where group-think and avoidance of conflict ended up costing lives and millions of dollars.  A video chronicling the group think behavior depicts the group-think behavior and steps are taken in companies to address such behaviors. This is all good.

The Walking on Eggshells “syndrome”

Aside from the pressures of group think that encourages teams to conform and cooperate with a single mindset, the “walking on eggshells” syndrome is seldom documented or even discussed.

We all know at least one offender in our workplace!  The offending person may be a narcissist, a control freak, a bully or just plain immature. No matter the clinical diagnosis, our boardrooms and our production labs suffer greatly from their presence.

How much time and money could be saved by confronting these people and addressing the cost of their ‘verbal diarrhea’? Here’s the type of situations I mean:

  • Not raising issues:  “How can we possibly bring up the design flaw for this software now?  The project sponsor will yell and rant if the project is late. Remember how he “freaked out” at the status meeting last month?  Keep going and we’ll address this as an enhancement.”  Cost: could be significant.
  • Cutting corners: “There is no way we can finish the project within the approved budget.  We had no idea that xxx would be so complex, but the steering committee will fire us if we ask for more money. Let’s just cut testing so we can finish the project.”  Cost: could be critical if public safety is at stake.
  • Perpetuating the myth that project plans are right:  “The project plan was based on incomplete data that seemed right six months ago. Now we know more, but with a fixed budget and schedule, we’re stuck. The client will explode if we bring up that the plans were flawed. Let’s just do what we can.” Cost: Corporate learning will never happen (Einstein: insanity is doing the same things over and over and expecting different results.)
  • Skirting accountability: “We messed up on the schedule because we had to program that module 3 times.  I couldn’t understand what they wanted until this time, but we can’t tell Bob because you know how he gets.  I hate it when he yells in a staff meeting.” Cost: could be significant to minor.
  • Wasting time and money: “This project is doomed – the users told us they won’t use the system even if we finish it. The rationale and vision for the project are no longer correct (it’s a dog!) but if we tell the boss about it, you know how she will blame us. I don’t think it is even worth trying to explain it.  Just keep going.”  Cost:  priceless – time and money could be better spent on REAL work!

What a colossal waste of time, money, energy, and morale “walking on eggshells” is to a business!  It is not an easy situation to fix or address – especially when we are talking about people in power who behave badly.

Walking on eggshells should never be part of the way of doing business!  What is the solution?

If YOU were the king of your IT kingdom, what would YOU do?  I’ll publish a summary of responses – add your comments below – or send them privately to me by email to dekkers (at) qualityplustech (dot) com.

Have a productive week!

Carol

Whose job is IT anyways?


The title was a purposeful play on the acronym “IT” (information technology) because there is often no one person who takes responsibility for failed IT projects. In addition, it is not as if there are not project failures everywhere.

Notwithstanding one of my least favorite (but often quoted) research studies, the Chaos Report cites that about one-third of projects are successful when it comes to IT.  What gets in the way of project success?  Lots of circumstances and lots of people!

When a software intensive project fails, there is no lack of finger-pointing and blame sharing – yet seldom do teams stand up and confess that the failure (over budget and behind schedule and failing to meet user needs) was due to a combination of over and under factors, along with fears:

  • overzealous and premature announcements (giving a date and budget before the project is defined);
  • over optimistic estimates of how quickly the software could be built;
  • under estimation of the subject complexity;
  • assumptions that the requirements were as solid as the customer professed;
  • under estimation of the overall scope;
  • under estimation of how much testing will be needed;
  • under estimation of how much time it takes to do a good job;
  • under estimation of the learning curve;
  • under estimation of the complexity of the solution;
  • under estimation of the impact of interruptions and delays;
  • over anticipation of user participation;
  • over optimism about the availability of needed resources;
  • over optimism about hardware and software working together;
  • over optimism about how many things one can do at once;
  • risk ignorance (“let’s not talk about risk on this project, it could kill it”);
  • over optimism of teamwork (double the team size doesn’t half the duration);
  • fear of speaking up;
  • fear of canceling a project (even if it is the right thing to do);
  • fear of pointing out errors;
  • fear of being seen as making mistakes;
  • fear of not being a “team player”;
  • fear of not knowing (what you think you should);
  • fear of not delivering fast enough;
  • fear of being labeled unproductive;
  • fear of being caught for being over or under optimistic.

Therefore, I ask you, on a software intensive IT project, whose job is it to point out when there are requirements errors, or something is taking longer than it should, or it is costing more than anticipated. In traditional waterfall development because there’s so much work put into the planning and documenting of requirements, pointing out errors are  either no one’s job or the team’s (collective) job which really relates to no one’s job.

Often it is easier (and results in less conflict) to not say anything when the scope or schedule or budge go awry on a software project. Yet it is this very behavior that results in so much rework and so many failed projects.

Agile and Kanban projects are different

Several of the advantages to using Kanban and Lean and Agile approaches to software and systems development is that the methods address the very items outlined above.  Building better software iteratively becomes every developer’s job rather than no one’s:

  • Fear of pointing out errors is removed because the time that goes into a scrum is days and weeks not months (so participants don’t get defensive about change);
  • Over and under optimism remains but is concentrated on smaller and less costly components of work (i.e. days instead of months or years);
  • Risk is not avoided or ignored because we are no longer dealing with elongated and protracted development cycles (spanning seasons);
  • Assumptions come out with better and more frequent discussions;
  • Over optimism about how many things one can do at once is removed because Kanban limits the amount of work-in-progress;
  • Under estimation of the impact of interruptions and delays is minimized because such factors are addressed in Kanban;
  • Over anticipation of user participation is managed through direct user involvement.

What do you think?  Join us at the Lean Software and Systems Consortium conference LSSC11 from May 3-6, 2011 as participants and speakers address the best ways of advancing software and systems methods including Lean, Kanban, Agile and other exciting new ways to deliver high quality software more efficiently and effectively.

These newer approaches make it easier for everyone in IT to make it their job to build better software.

Wishing you a productive week!

Carol
@caroldekkers (twitter)

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The importance of Being There (at work)!


Did you know?

Only 26 percent of IT employees in North America are fully engaged at work, while 22 percent are actually disengaged, according to a global study by consulting firm BlessingWhite.

Being there…

At a time when unemployment is at an all-time high, only one-quarter of IT workers are fully engaged or Wowed by their work, while the remaining 75% just go through the paces or don’t care at all.  When you consider specific industries fraught with frustrations of rework (exceeding 40% in some areas) and impossible deadlines such as in waterfall development, I would bet the excitement factor of going to work is even less.

#Kanban, #Lean, and #Agile communities are exceptions

The Agile Manifesto recently celebrated its 10th anniversary last month, and Kanban, Six Sigma, Lean, and Agile methods now share space with waterfall as leading methods in the software and systems development space.  Agile (in my humble opinion) was one of the first to restore a sense of sanity in software development.  In earlier times, a group of  business customers with rapid fire changing requirements would challenge software developers (tired of the constant change and “jello” like demands) for amorphous software products.  The result too often – failure.

It makes sense, in this type of environment, to do iterative development.  It was illogical to do the opposite: long development cycles to produce products already obsolete before they hit desktop computers.

Approaches like Kanban, Lean, Agile, Personal Kanban and others continue to transform our industry and inspire software developers to become “fully engaged” in the work.

Less head banging… but you have to engage

Certainly there is head banging and more job satisfaction in this new world (if “tweet volume” is any indication, the Kanban/ Lean/ Agile communities are a happier lot!) but it takes commitment to show up and be part of the action.

I believe that the Kanban and Lean and Agile communities know the importance of really being present and engaging at work.  We also know it is critical to create a community of like-minded people who meet in-person – at conferences, local meetings, at social events.

LSSC11 is coming soon!

The landmark Lean Software and Systems conference is only 10 weeks away in Long Beach, CA on May 3-6, 2011.  Make your choice of conference to attend in 2011 the LSSC11 (especially if you can only attend one!)  See my related post Top 10 Reasons to attend LSSC11.

Join the movement of people who know the Importance of Being There in software and systems development: The Lean and Kanban and Agile communities.  I hope I will meet you at LSSC11!

Have a Wow! and engaging week at work,

Carol

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Pre-flight email checklist: THINK before you click…


I AM OVERWHELMED BY EMAIL!

There I said it, I am overwhelmed with email and I can’t stand it!

I thought I was the only one until I read Tim Tyrell-Smith’s post today: How to reduce the Quantity of Incoming Email and realized that there should be a pre-flight email checklist to save our sanity… and to encourage Thinking before Clicking!

Since joining the world of social media I realize my “connectivity” has grown exponentially, but not all in a good way. Even with my SPAM filters set to high, I get so much email that it is overwhelming!

I feel like I must have ADD (attention deficit disorder) because my day is interruption after interruption (sorry TweetDeck!) and I need help (and I know I am not the only one!)

Pre-flight email checklist (THINK before you click):

  1. If it takes longer to write an email (to one person) than it does to walk across the hall / call the person, don’t write an email. Pick up the phone or get up from your desk.
  2. If multiple people are involved and you need responses, consider whether a one hour meeting would work better than filling up in baskets with back and forth threads for the next 2 weeks.  If so, schedule a tight meeting and solve the issue in one fell swoop.  (Just because it doesn’t take paper doesn’t mean email is green — it can litter cyberspace!)
  3. If 1 and 2 are not possible, consider other options: Twitter or a blog post or an update at a staff meeting might be better than email.
  4. You’ve thought through 1,2 and 3 and decide your message needs an email.  Never negligently click “Reply all!”  unless you’ve gone through these same steps:Make sure you set aside a dedicated time (10 minutes minimum) to THINK before you click:
  • Consider your recipient: Walk for a moment in their shoes and think: what would be your response to this email? Make sure to emphasize the key points (i.e., make the reason for the email crystal clear). Do not “assume” that everyone shares your knowledge so give necessary background.  In the words of Peter Drucker:  It is important to state the obvious otherwise it may be overlooked.
  • If you expect/need a response, be clear about it. Tell recipients what you need from them (each), by when, and how (call, email, comment, decide…).
  • If it is an information only email, say so. No one has time to read your mind.
  • Consider using the subject line as a filing cabinet: Use tags to identify topics and intent. E.g., ABC Department meeting notice, Feb 17, prep material attached; or Dekkers: Blog Marketing draft – comments needed by Feb 20, 2011.  In this way, recipients can quickly find YOUR email from a pile in their in basket.
  • Consolidate information! If the email is about a meeting: include dial-in information (top and center for easy access!), meeting date and time, and  attach all preparatory material all together in a single email. There is nothing worse than having to pull up 3 emails to get ready for a single meeting!
  • Preview before sending: Spellcheck, attach files, check all recipients are included.
  • If there is emotion involved save the draft email and wait a full day (or at least an hour) before doing the doublecheck and send step below.
  • If it’s a regular email (non-emotional), take a one minute break – stand up, look out the window, anything to clear your head. Then go back and re-read your email, double-check attachments, recipients, bcc’s etc.
  • When you are sure it looks right consciously hit “send”. NEVER hit send when you are multi-tasking (i.e., on the phone). Once an email has been sent it is in cyberspace FOREVER (regardless of rescinds!)

I plan to follow this checklist starting today! What do YOU think? Do you have any additions?

p.s., DON’T forget to sign up for my Feb 17, 2011 (11am – 12:30 pm EST)  FREE Webinar:  Navigating the Minefield – Estimating before Requirements.

Register here: http://tinyurl.com/6flgjwr

To your increased productivity!
Carol

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Superheroes in IT, come down to earth…


Are you a technology superhero?  Then you might want to read this (and even comment!)

Information technology is a widely misunderstood part of business:  executives view us as a necessary evil, yet do not understand  IT is an investment.  As technology professionals, we lament our treatment as suppliers (or even servants) instead of business partners, and spin our wheels trying to prove that we add value to the business. What we fail to see is that we unwittingly contribute to the dysfunction with a superiority complex that we project on the business.

We view ourselves as technology superheroes, while the rest of the world sees us as overpaid intellectuals lacking in social skills.  There is no right or wrong here, just misunderstanding on both sides of the relationship.

The Superhero World

As software engineers, it is hard to imagine that the world thinks any differently than we do.  We take for granted how we learn, digest and embrace new concepts, so much so that we assume it is universal.  Certainly, we recognize genetic individuality, but we assume thought patterns are common. When we assimilate new ideas easily, we assume that others can too. We reinforce our beliefs by seeing co-workers behaving the same as we do.

This is a major issue in IT and engineering (and other professions as well) where success hinges on clear communication and a shared understanding of business needs. As software engineers and product developers, we live in an insulated world – one laden with technical terms and concepts, and life as we know it can be exciting!  We are the superheroes in IT – we use Kanban, Lean, and Agile to get close to our customers and we develop advanced software solutions that make the world better in a single bound.  Or so we think…

The world would be perfect if we could concentrate on doing what we do best – building great software solutions – without interference from the outside world. The problem is that we have to deal with “mere mortals” in business, and for some reason we are simply not on the same page. Herein lies the problem:  our assumption that the world thinks the same way that we do.

As superheroes in the IT world, we ARE different, but we need to function in the real world.  We are addicted to technology but others are not… so who has the problem and what can we do about it?

First steps…

The first step in solving any problem is to admit that it exists and take responsibility for our part.  This means taking a hard look at our role and what we can do to change the dynamics of the business / IT relationship.

Here are a few ways that we can take responsibility for improving the relationship:

  • Realize that the way we look at the world is not universal. As software engineers our passion for technology is hardwired, just as others are hardwired with passion about banking or marketing. My professors (and maybe yours) taught that everyone aspires to engineering and computer science, but few can make it, and this created an elitist view of the world.  I now know how this attitude projected a sense of superiority and entitlement to special respect that is simply, undeserved. Recognizing these differences is the first step to humility and true communication.
  • It might sound impossible but… technology IS intimidating.  Moreover, the subject can be boring to others. The world does not share our zest for IT English – we may be superheroes when it comes to creating technology solutions, but that does not make it interesting to others. While it might seem like “dumbing down” when we translate IT English into business English, there is no other way.  If we continue to talk our talk without consideration of others – well, we sound unintelligible.  (Just watch an episode of the TV show “Big Bang Theory” for a glimpse of how techies seem to the world).
  • There is no base level of idiocy. Many technical professionals believe that there is a base level of knowledge idiocy.  In IT, we dismiss anyone as an idiot whose technical knowledge is below this “line” and then treat him/her as a lesser being. While we do not necessarily do this consciously, it comes across in the way we talk down to non-technical people.  Sure, doctors do this, lawyers do this, and software engineers do this, but it does not promote good relationships on projects. The sooner you realize that your basic level of knowledge (such as knowing about the software development life cycle or communication protocols) is above the general population, the better off you will be.  While you and I might be aghast to realize how little most people know about software concepts, they do lead successful and productive lives without this knowledge.  We are the idiots if we cannot translate IT English so our customers can understand, not the other way around.
  • Read outside your world. If we want to understand how our customers think, we need to explore outside the world of technology. Find out what journals your customers read, and pick up a copy. When you start to understand what your customer’s world is all about, you can start to solve their problems.
  • Accept the world that is. Engineers are known the world over as being great at technology and poor at communication.  Instead of denying this fact and defending ourselves, we ought to accept it, improve it, and move forward.  Communication and soft skills can be learned, but we first have to admit that we need help.  I know many software engineers who behave as ostriches by burying their heads in their work and avoiding customer contact.  Why not accept the world as it is and improve on it through education?  Ignorance is bliss except when it comes to communication – and the good news is that communication can be learned.

If we want to garner respect for the IT superheroes among us, we need to come down to earth and live among the “mere mortals” (non-IT).  Only then can IT save the world.

What do you think?  Agree or disagree? Comments?

Carol

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