Methods Makdonoldsa not work, what to do?
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Introduction h4> Life was such that I was almost forty years developing software. Like many others, too, dreamed of a software pipeline, plant and industrial development, and even participated in the attempts of their implementation. The reality of these dreams are killed and forced to admit that programming differs from industrial production and it Makdonoldsa management methods do not work.
Why Makdonoldsa methods do not work? H4> The previous management practices derived from our industrial and agricultural past, where one day was very like another. The efficiency depended on the coordinated work of the masses. Job did not require great ingenuity. "Total control", "valuation", "carrot and stick", "human resource -" screw ", which is easy to replace," - these are the main principles of effective management of previous eras. The more strokes of the oars in the unit of time, the faster the galley, the more effective work rowers!
In programming, a little repetitive tasks, there is no place for reproductive activities. After the third repetition of the same type of action programmer writes a utility that automates this action once and for all. Or find Code monkey (sometimes this profitability).
Nobody knows what the programmer thinks the place and this place as he does it. Intellectual creativity can not be normalized and control. Pointless to put behind him the programmer quantity surveyor-controller with a stopwatch. What he saw and measured?
Everyone who tries management techniques to try junk food to software development are doomed to failure.
cargo cult h4>
Due to the fact that industrial management methods were not effective, software development has become a forge innovative approaches to production management. Waterfall, PRINCE2, CMMI, Oracle CDM, RUP, MSF, SEI PSP / TSP, Agile-family (XP, Crystal, Scrum, ASD, FDD, etc.) - This is just a small list of what was invented and tested in our industry and enrich the practice of project management. If the fourth edition of the PMI PMBOK agile- approaches was not a word, the fifth version - 10 mentions.
The belief that there is only one correct process has forced the industry to survive, "Methodological madness." Boundless faith in the leadership of the methodology with a capital "M" - a comprehensive theory of how to address the full range of problems encountered in the production process. "The methodology of creating smart people, and performers are incompetent!" Methodology makes all the decisions, people do not make decisions at all. All processes should be regulated. Everything must be done according to instructions. Experiments prohibited. The applied methods are limited. Total control of compliance regulations. Implementation of comprehensive KPI. A large proportion of "Sisyphean labor».
Does not work.
Statistics show that the success or failure of the projects do not correlate with the methodologies that are used in them. Equally successful projects fail, which are controlled by the methodology "as received», RUP, agile or CMMI Level 5.
Everything is determined by people.
What to do? H4> The fact that there is no single correct software development process, meaning that each new project process must be determined anew each time, depending on the project, product and personnel, in accordance with the Law of 4- x P: product + design + staff = process.
Completely different processes should be used in projects involving 5 people, and in projects involving 500 people. If the product of the project is critical to, for example, the control system of nuclear power plant, the development process must be very different from the development of, for example, the site "otdohni.ru." Finally, the different development process should be organized in a team of former students and the team consisted of professionals.
Moreover, the team that started the project does not remain unchanged, it passes certain stages of formation and usually quantitatively increases as the project progresses. Therefore, the process must constantly adapt to these changes. The main principle: people should not be built under the selected process model and process model should be flexible to adapt to the specific command to ensure its highest efficiency.
Conclusion h4> Modern enterprise shall treat their employees as well as to their best customers. The main capital of modern company - this is knowledge. Much of this knowledge is inseparable from their carrier - person. Those companies that do not understand, do not survive because they can not be effective.
Today, efficient enterprise - a service. The company, on the one hand, provides services and products to its customers, and with another - jobs for hired personnel.
The 'one company for life "," work productively and company take care of you "- quickly fading. Look at the labor market in IT - the rules set by professionals. Few people are interested in what company you work for, but everyone is interested in what projects you participated and your contribution to their success.
The purpose of the company, which is committed to efficiency, to make happy not only to their customers but also their employees. A software development project today, not three but four success factors:
1. Perform in accordance with the specification.
2. Follow the on time.
3. Perform within budget.
4. Each member of the team went to work at 18:00 with a sense of success.
This fourth success factor should be reproducible if the company wants to be effective. For a successful project characterized by a constant feeling of its participants a sense of satisfaction and pride in their work, a sense of optimism.
Nothing is more fatal to the project than indifference or discouragement of its participants.
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