Comments on: Managing management http://labnotes.org/2006/06/25/managing-management/ Sun, 15 Jan 2012 21:29:54 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Assaf http://labnotes.org/2006/06/25/managing-management/comment-page-1/#comment-6092 Assaf Wed, 28 Jun 2006 02:28:39 +0000 http://blog.labnotes.org/2006/06/25/managing-management/#comment-6092 In my experience expectations is everything, the key to successful relationships, but also the hardest thing to manage. In my experience expectations is everything, the key to successful relationships, but also the hardest thing to manage.

]]> By: Sterling Camden http://labnotes.org/2006/06/25/managing-management/comment-page-1/#comment-6076 Sterling Camden Tue, 27 Jun 2006 17:02:38 +0000 http://blog.labnotes.org/2006/06/25/managing-management/#comment-6076 Expectations -- that's key. Developers (myself included) are often so optimistic about their own abilities that they underestimate the effort required, especially if sales wants that to be the answer. If engineers can back off from their egos, fully analyze the risks, and set reasonable expectations by articulating the real story (plus 20% for the unexpected) then it becomes possible to do the job correctly in the time given. In a perfect world. Expectations — that’s key. Developers (myself included) are often so optimistic about their own abilities that they underestimate the effort required, especially if sales wants that to be the answer. If engineers can back off from their egos, fully analyze the risks, and set reasonable expectations by articulating the real story (plus 20% for the unexpected) then it becomes possible to do the job correctly in the time given. In a perfect world.

]]> By: Assaf http://labnotes.org/2006/06/25/managing-management/comment-page-1/#comment-6054 Assaf Tue, 27 Jun 2006 07:24:44 +0000 http://blog.labnotes.org/2006/06/25/managing-management/#comment-6054 Sales and engineering often don't see eye to eye. Sales needs to close the deal early on, engineering needs time to make sure its viable in the long run. But neither is at fault. That turf war happens because the turf is too small. Either the product is too expensive to develop, you need to push it too hard, or expectations are not talked about from either side. You need someone at the top that clearly understand the true cost of each sale. Sales and engineering often don’t see eye to eye. Sales needs to close the deal early on, engineering needs time to make sure its viable in the long run. But neither is at fault.

That turf war happens because the turf is too small. Either the product is too expensive to develop, you need to push it too hard, or expectations are not talked about from either side.

You need someone at the top that clearly understand the true cost of each sale.

]]> By: Sterling Camden http://labnotes.org/2006/06/25/managing-management/comment-page-1/#comment-6039 Sterling Camden Mon, 26 Jun 2006 17:28:54 +0000 http://blog.labnotes.org/2006/06/25/managing-management/#comment-6039 Thanks for the linkage, Assaf. It's a tough problem. Management and sales will cite the competitive market as the reason for having to get something out quickly. Actually, the more competitive the industry, the more pressure to get released, right or not. What they don't understand is how badly that approach bites in the long run, and how much more competitive advantage they could have if the foundations for the application were laid securely. They often can't see past this year's earnings. Thanks for the linkage, Assaf.

It’s a tough problem. Management and sales will cite the competitive market as the reason for having to get something out quickly. Actually, the more competitive the industry, the more pressure to get released, right or not. What they don’t understand is how badly that approach bites in the long run, and how much more competitive advantage they could have if the foundations for the application were laid securely. They often can’t see past this year’s earnings.

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