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From: jerry@jvdsys.nextjk.stuyts.nl (Jerry van Dijk)
Subject: Re: With the Real Engineers please stand up.
Date: 1998/01/08
Message-ID: <884228388.6snx@jvdsys.nextjk.stuyts.nl>#1/1
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References: <34b73885.5453328@news.thegrid.net>
Distribution: world
Organization: *JerryWare HQ*, Leiden, Holland
Newsgroups: comp.lang.ada
Date: 1998-01-08T00:00:00+00:00
List-Id: <comp.lang.ada>


Well, this is about Ada in some sense...

In article <34b73885.5453328@news.thegrid.net> xmobay@thegrid.net writes:

>Just started a new job yesterday.  Same problems, new company. Someone
>once had a good idea, a family of products evolved over time, and
>today the outfit limps along from fire to fire. Too much time is spent
>in Surgery, and too little in Preventative Lifestyle.

Yep, this is the sort of thing that pays my mortgage... :-)

Usually it means two things: 1) a lack of a clear process (including the
development process, it's program and quality control and supporting
functions, ranging from version/configuration control to basic
administration) and 2) product control (architecture, infrastructure,
audits, problem/change management, documentation, etc.)

>I remember some study that identified this: that engineering outfits
>typically operate at one of a set number of--I think it was 5 or
>6--levels of optimum culture.

Most likely you are referring to either Nolan/Norton or the CMM.

>QUESTION 2.

If you are on this level, I would move back to the basic three 'P's:
Process, Product and Price. Analyze whatever data is available to
determine the most prominent structural problems and establish a
baseline.

Then tackle the two most pressing problems and show by monitoring
your baseline parameters that things are actually improving.
Keep repeating this in incremental steps.

Some quick notes:

1) remember that attitude has to change first, prepare for the 'Yes, but...'
2) try to change too much at once and you will tackle more then you can handle
3) manage your management tactfully, or start sending out your resume
4) clear communication and management right from the start is essential
5) organizational changes and its consequences are ultimately inevitable.

If you would like more advice, I know this great story about a lawyer and
a physician dining together... :-)

Good luck!

--

-- Jerry van Dijk | Leiden, Holland
-- Consultant     | Team Ada
-- Ordina Finance | jdijk@acm.org