"Why on earth is this so difficult for people to comprehend? "
It all comes down to "Anything I Don't Understand Is Easy To Do"http://search.dilbert.com/comic/Understand%20Easy
To most managers, "Development" is a magic black box that they don't understand.
All they want is for the magic box to move faster.
The trick is leading a manager type to comprehension without letting them think that you think they're an idiot.
This is even trickier when you don't think they're an idiot, they'll often think you do anyway.
In large companies, the magic black box called "Development" includes any manager who used to be a developer, tester, or anything else remotely technical.
This extends to scrum trainers and coaches.
On Thu, Jan 26, 2012 at 7:16 AM, woynam <woyna@...>
Even if you *could* multitask without any overhead cost, it would *still* wind up costing the business in lost value.
Ron and several others have posted examples *numerous* times that demonstrate that implementing multiple projects in parallel *guarantees* that all but one project will be delivered later than if the projects had been addressed serially.
A project delivered later is *lost value*. Are businesses aware of this? If not, why? You need to have a conversation with the business that clearly explains that they can have Project A in 2 weeks, or they can have it in 12 weeks. In possible world can they have 6 projects in 2 weeks, but we can certainly give them 6 projects in 12 weeks, with the corresponding loss in value.
Why on earth is this so difficult for people to comprehend?
> project at the same time. If it's unavoidable, *be brutally honest with
> yourself-- and your stakeholders-- about how much you can actually get done
> under multi-tasking conditions.* It's probably less than you think."
> Perhaps your CIO should know about this.
Scrum Coach & Agile Engineer