What Gartner Is Telling Your Boss

Littlewink writes, "Esther Schindler's latest analysis reveals what Gartner is telling your boss at their annual conference. Excerpts: '"The future of application development is not about programmer productivity," said [Gartner analyst] Hoyle during the keynote presentation, "but in assembling functionality from components." [Gartner analyst] Veccio stated "Why would you ever code an app from scratch again? Why would you need to?"' According to Schindler (who does not 'drink the Kool-Aid'), Gartner urges managers to consider better process control and governance, managing 'application portfolios' much as they do stock portfolios. Part of this discipline is 'killing development projects early and often.'"

Comments

Re:its in the glue or its in the code

[ackthpt]

The best solutions to specific problems are going to be custom made, at least for a while.

Yeah, but sometimes you have to gird yourself for those days when the sheep come home from being fleeced at the latest management fad sheering.

I vividly remember the epic battles that took place when managers returned from TQM (Total Quality Management) training. The all had these purposeful looks of the new acolyte and a Franklin Planner under their arm. They cooked up Vision and Mission statements and tried to get everyone on the bandwagon. It was a trying time because most of the way we already did things were obviously the most efficient. Work under the gun a lot and you tend to find the shortcuts yourself. If anything we became less efficient until the whole clamour died away and most of us returned to getting it done the proper way.

I do 'middleware', and I also do 'supercomputers'

[quiberon2]

Asking "Why would you ever code an app from scratch again? Why would you need to?" is like asking "Why would you ever want to have a baby".

Sometimes it's the only way to develop what you need; sometimes it just happens by accident; and sometimes someone gives you one to look after for them.

You don't want to have a baby very often, but it's just as well that some people have them sometimes.

We're thinking about throwing Java out. It has the same problems with 'synchronisation' that C has with 'memory allocation'. You can't get it right all the time, it's too hard.

And Intel are coming up with these 80-Core chips.

A real lot of stuff will have to be rebuilt if we do. Hopefully automatically built from modelling tools. But there will have to be people, to resolve the defects, if it is to support the business.

Re:Your boss is just an object

[aussersterne]

Trouble is, the CEOs who promote this crap can jump from ship to ship-- not all of us can do that.

Seriously. Over the years I've worked in software, networks, and publishing, and I've never had the pleasure of working under any person for longer than about a year. Invariably when I've been hired, I've had the feeling that my new boss wasn't quite on top of things.

But on top of things or not, sure enough, within a couple of months of my being hired there's always an announcement that congratulations are in order because boss will be leaving us for much bigger and better things, or has been promoted to a new and more ridiculous level of abstraction within the organization. Then there's a party and some cake and silly goodbyes.

Then, the new guy comes in. He's always groomed, young-middle-age-ish, clearly an MBA or someone who's read a few too many business books and has been wearing a tie since he was four. He wrings his hands a lot and speaks in a worried-measured-reassuring tone and holds "orientation interviews" (or some variation thereon) with everyone during which he asks a lot of dumb, general, or both questions and says that he'll appreciate help in getting up to speed and he's really excited to have the opportunity to work with everyone.

Within the first two-three months, he'll fuck everything up, miss a pile of obligations or responsibilities, implement a whole slew of unworkable programs, misrepresent nearly everything we're doing in meetings with upper management, and then after a few months, just as everyone gets the feeling that he might finally be having to face the realities of the business, pull his head out of his ass, learn and scale back a little, and roll back some of the stupid changes he made, there will be an announcement... and a goodbye party...

And in will come a new guy, pick up all the old guy's stuff that wasn't quite working anyway, and soon there will be the meetings again... and the initiatives and changes again...

Wash, rinse, repeat as these jackasses earn six figures and get promoted up, up, and away in their beautiful balloons while the people at the bottom do the real work *in spite of* their idiotic tie-speak, with nary a reward year over year.

Not to scare you

[RingDev]

But this type of IT organization is not limited to games. I work for a very successful business equipment solution company, and it used to be almost exactly as the GP described. I say Used To because the top brass finally realized that IT was blowing money like crazy. Now they have an 80% turn over rate in 2 years on the network side of the house, 30% on the apps side, budget cut backs, staffing cutbacks, and all round low moral. I recently wrapped up a pair of BSs in IT and Technology Management. I've been working hard to implement project management procedures, and get some kind of order in the shop, but my supervisor is content in code & fix mode, and my manager is 3 years from retirement and has no idea what IT Alignment is. And this has hardly been limited to this company, I have worked for enough organizations to know that this is the more common approach to IT, not the exception. And that is why I'm trying to move from Code Monkey (tm) and Project Management.

-Rick