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Re: [XP] Subject: Value of management

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  • Nathan Arthur
    To me, management is like really good software - if it s done well, you don t think about it. This is the same principle as he makes it look easy .
    Message 1 of 44 , Nov 29, 2000
      To me, management is like really good software - if it's done well, you don't think about it.  This is the same principle as "he makes it look easy". 
      Disclaimer:  I am not a manager, not have I ever been.
      Additionally, in an XP shop, the traditional manager role of "decide what gets done" is taken over by the Customer, which means that the manager's responsibility is primarily to make the developer's job easy:  keep distractions out of sight, keep them from having to fill out forms in triplicate, make sure they always have the latest/best tools, be an advocate for issues that are important (space!), and be a "translator" from developerese into businessese. 
      Nathan Arthur
      ----- Original Message -----
      Sent: Wednesday, November 29, 2000 10:52 PM
      Subject: [XP] Subject: Value of management

      A useful disagreement is brewing here...

      Glen Alleman:
      >I have clients that have nearly cratered their companies with
      >some "bone head" ideas on how to manage the troops.

      So you agree on the possible negative value (-64, or -500 or - infinity).
      Yes, bad management can destroy any project and any company.

      (Oh, I get it.. Weinberg's words were
      "contributing to a successful project"... as in, if the management
       didn't destroy it, they contributed to its success, and if they did
       destroy it, they contributed heavily to the outcome.
       Whereas I was initially thinking in terms of *productivity*)

      >In other instances making significant changes in the infrastructure and
      > processes (not XP) we have increased the raw productivity of a small
      > group (small in my world is 16 to 25 folks) from nearly nothing to
      > many hundreds of thousands of lines of Java per year of shipped...

      Can you comment on what changed in the infrastructure and processes
      that made such a large difference?  I'm all eyes and ears for any
      such story.

      Some days I'm despondent at managers, some days I celebrate their
      value. Even on my good days I can't recall placing their value so highly,
      so I'll be happy to hear more.

      Alistair Cockburn

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    • Jim Little
      From: Dave Thomas ... Amen! I hate the building metaphor. Buildings don t change significantly after being built, software does.
      Message 44 of 44 , Dec 8, 2000
        From: "Dave Thomas" <Dave@...>
        > In PragProg, we suggest that the building metaphor is both wrong and
        > dangerous: it implies a greater degree of control and repeatability
        > that we currently have in software. The gardening metaphor seems to be
        > more appropriate.

        Amen! I hate the building metaphor. Buildings don't change significantly
        after being built, software does. Buildings exist in space, software exists
        in time. It's a lousy metaphor and I cringe every time someone brings it

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