My mission and passion is helping development organizations succeed. I believe that good management makes everyone’s life better: The staff, the stakeholders, and the managers.
About what I do
The management challenges of those entrusted with a team, project, or entire department of hundreds of software/systems developers differ significantly from those of other disciplines. I have dedicated my career to understanding and applying the specific techniques of development management to create successful outcomes. I have a long-held belief:
The software manager need not be like the clueless, pointy-head manager portrayed in Dilbert, but can be someone who makes a positive difference in the lives of both developers and stakeholders.
My role as a software management consultant is to help you sort through these complexities and, drawing from a wide range of techniques from development and adjacent disciplines, tailor your management solution.
Business intelligence, along with big data and analytics have emerged as three of the most important business trends of the twenty-first century.
The main reason for the trend is that analytics provides business owners and managers the insights they need to steer towards competitive advantage (e.g., Competing on Analytics by Thomas Davenport and Jeanne Harris). Analyzing the data has provided the means for businesses to be more agile in responding to their customers and to changing business situations.
Software has lagged in this trend. Nevertheless, the same business pressures to adopt business intelligence and compete on analytics apply to software. It is now time for software organizations to adopt business intelligence techniques to get to the next level of agility.
‘Development intelligence’ is application of business intelligence to software and systems development.
- Development Organization Management Consulting — For executives and and managers who are are responsible to delivering a good return on the investment in the development organization made by the c-suite
- Quantitative Software Portfolio Management — For executives and line managers who are responsible for investment in the face of uncertainty
- Lean product flow measurement implementation — For software and system leads who are looking to streamline their development operation.
- Agile Management Training — For upper management who are concerned with building more responsive organizations.
To learn more click on the links. If any of these meet your needs, or if you have a Development Intelligence need not covered by these offerings, please contact me and briefly describe your situation. I will respond with a frank assessment if I can help.
For more than 30 years, I have been a leader applying leading edge ideas in software and system development. I recently retired from IBM, where I was a Distinguished Engineer and a member of the Rational CTO Council, and the Rational lead for Analytics and Optimization for Software and Systems. In that role, I am leading the application of predictive analytics to software and systems planning and development, as well as adapting lean techniques throughout the development lifecycle.
I am also a Cutter Consortium Senior Consultant.
Before Rational was acquired by IBM, I served as lead engineer for Rational Services, and the developer of the Rational Unified Process extensions for system engineering. Before joining Rational, I was a project lead at TASC, a Defense and Intelligence contractor where I applied object technology and early versions of the Unified Process to the successful delivery of highly complex systems for the USAF SpaceCommand. Prior to joining TASC, I was in the division of IBM that launched the Risc System 6000. In that division, I held several roles including a graphics system architect, the 3D graphics development lead, the 3D graphics development manager, the graphics subsystem architecture manager, and the multimedia program manager. In that role I delivered the first distributed object-based subsystem in IBM. Also, I was a founding member of the OpenGL Architecture Review Board.
I received my Ph.D. in Mathematics from U Cal Berkeley.
In addition to many articles, I am the author of two books: Object-Oriented Project Management with UML, published by John Wiley in 1998, and Software Leadership, published by Addison-Wesley in October, 2001.
One of challenges of sprint planning is settling on a good choice of velocity. One simple, but imprecise and approach uses burn-up charts. A clear explanation of dealing with uncertainty of velocity using burn-up charts can be found late in…
Following up on my previous blog, today my colleague, Israel Gat, and I published a new blog on the Cutter website, describing our recent thoughts on the future of development frameworks. Please click here. We will be describing this at length…
As a senior consultant of the Cutter Consortium, I am asked every December to make my predictions for the following year. The request gives me an opportunity to reflect on the current trends development and project them forward. Israel Gat and…
I have found there is some confusion on this topic. I recently posted a blog to address the confusion on my Cutter Blog,
In a previous post, I promised to continue the discussion of measuring the value of software. I have had several discussions over the last weeks. Many practitioners measure the value of software using intangibles such as strategic alignment. This permits…