Processes

Mark Wallace on the Code Project wrote something today that should be the mantra of all software developers and managers.  Do not dismiss his words:

A PROCESS SHOULD ONLY BE CONSIDERED IF:

1: It demonstrably improves products or services from the customer perspective.

2: It demonstrably improves the efficiency of product/service implementation without having a negative effect on point 1.

3: It demonstrably makes the job easier for those implementing the product/service, without having a negative effect on points 1 or 2.

All too many poor and/or inappropriate processes are put in place because they’re either fashionable or they appeal to one or more people personally.

If a process, no matter how “in” it is or how appealing it is to your or anyone else’s tastes, does not *demonstrably* meet the requirements above, it should be replaced with processes that do.

And keep pounding the word “demonstrably”. If someone wants a new process, he has to demonstrate the effects it will have on the company, including all the cons (make sure that any discussions go straight to seeking out the cons, rather than bathing in the glory of the pros).

 

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One thought on “Processes

  1. How does one “demonstrate” the positives if it’s a large change?

    For example, process change that requires the other team members to change? Or tool changes? Or other team members’ possible resistance to change? Or, as has happened to me, resistance to one particular vendor due to a bad experience that happened years ago?

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