Tag: solution

And Management Decides

There is a myth that at some point people starts to say that “tell business management about this.”
“But this is purely technical!”

I am not good at talking people coming from nontechnical backgrounds, and I find it quite interesting. They have eyes wide open, no idea what you are talking about; the literature you use is coming from MARS, and to take their attention and talking about the problems is not the nice part. However, when you start to talk about solutions, generally, it is a resource issue and it is hard to convince your needs/problems are really important.

From business perspective, I am sure everyone is coming with important things. And they have [hopefully well-known] priorities. They will take action based on the importance and relevance of the items.
What I can’t understand [or do understand but find it illogical] is that some companies have no roadmaps for some years. I find it harder to talk in a technology driven business that technological investment is in the very last rows of the priority list. 

In IT department, everyone is slow, not because it is UK, but they have no standards [or everyone has one].  Even the more process you create, the more slow you do your job, the more appreciation you get. If you deliver a project just to update a row for two months with three people, yes I am frustrated.

The business believes that if they continue what they are doing, they will be ok. They can be more than ok, they can be create state of art projects, but fine stick with the one we have and accept that “updating a row should take three people two months, and all a hundred documents are useful.”  UML documents are a subject for another blog, I do believe in documentation, but not modelling each call that creates a constraint for the creativity for the developer. Then don’t call him a developer but a code monkey. And if the strategy is outsourcing the overseas code monkeys, my questions are still valid that “technology driven business” [not software house] should have a core team in-house…

or not?

Delegation

What are barriers behind the delegation. Let’s look at with closer eyes:
a. Jealous:
      The delegated person can do a wonderful job.  We can realise/feel how bad we were doing the same task. A competency and comparison is unevitable
b. Guilty – Increasing to overloading
      By delegating a task, we are increasing the overload of that person.
c. Fear – Being overtaken
      We can be overtaken if the person is doing quite well. He can underestimate ourselves and can get promotion.
d. No Time
     Sometime, we don’t want to delegate because we don’t have time for delegation. “Telling what to do” takes more time than “doing it.”
e. Security
     The task we are doing can involve some secure information. We may not want it to be shared across other people.
f.  Enough skill/training
    Candidates for the task we are trying to delegate may not have enough skills/trainings. We see ourselves in power to be the only one to be able to do that task.
g. Love the task
    If we like the task, we are less likely to delegate it. Either it is easy or it gives excitement to us, we want to do that task on our own.
h. Hate the task
   If we think the task is useless and have repetition, too complex/ too easy, we may not want to share the task we hate.
i. Don’t like the person
   If we don’t like the person the less likely we want to give the task and watch him being successful.
j. The less motivation from the person
   If the candidates have less motivation than you have, and you don’t see them as willingful as you are, you may not assign the task, but do it on your own.

Knowing the causes helps to find out the solutions…