Re: The future of Ada

[Steve Whalen <swhalen@netcom.com>]

Larry Kilgallen <kilgallen@eisner.decus.org> wrote:
: In article <7c7coa$nvt$4@plug.news.pipex.net>, "Nick Roberts" <Nick.Roberts@dial.pipex.com> writes:

: > I emphasise the "is not possible" because I know well that a manager will
: > not be convinced in the slightest by "is not the best way" or the like, but
: > will be convinced by an absolute "it WILL not work".  Whether this is
: > actually strictly true or not is immaterial (and you must not show it).

: Depending on your organization, an equivalently strong statement to
: "it WILL not work" is "it WILL not be delivered on time".

: Larry Kilgallen

I might add another useful alternative to "it will not work" (besides 
"will not deliver on time") can be "it will not meet customer expectations
or requirements".

I agree that you're almost certainly justified in making a "will not
deliver on time / with acceptable quality" statement to this manager.

You _may_ also be justified in making the "will not work" statement,
based on my observations of the success/failure rate of C++ projects
in many organizations.  If your organization is one of the few
that has a history of delivering successful C++ projects, I would
avoid making this statement.

Depending on the local political situation, here's an approach that
could be helpful over the long run (if not for this project, for later
projects). Of course don't do this if you think you could lose your
job over it.

1) verbally discuss this with the decision maker, respectfully asking
   them to reverse the decision, making the predictions I discuss below.

2) Discuss this with the "customer" for the system, if there is one.
   Let them know about the memo you're going to write. They may have
   the power and desire to intercede (most will _not_ want to).

3) Write a nice, polite, non-technical, one page memo to the manager:

   a) do NOT challenge the decision or ask for it's reversal

   b) DO copy everyone who matters, as high up in the organization as
      you can (i.e. if they would know your name if they met you in
      the hallway, copy them). Include the "customer" organization(s) 
      if appropriate.

   c) include only a summary of the history of the project, note the
      six-month slip already introduced, the prediction that the
      project will be much later than it needs to be / lower in
      quality than it needs to be / more expensive to maintain
      or reduced customer satisfaction, etc. 

   d) Make sure you only say things you are sure _will_ come to pass.

   e) i.e. write a nice, polite "I told you so" memo, NOW.

Managers hate having this kind of memo floating around waiting to
bite them in the ass when the predictions come true. It _can_ also
help them to crystalize their thinking to know someone is willing
to put their technical predictions on the line & in writing this way.
Maybe this manager will reverse his/herself.  

At minimum, when your predictions come true, you probably won't have
this trouble on your next project.

I would _not_ advocate this as a normal tactic, but on something as
important as this, in what seems to be a somewhat disfunctional
organization....

Steve
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                Steve Whalen     swhalen@netcom.com
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