Re: OOP - a question about database access

"Tak To" <takto_at_alum.mit.edu.-> wrote in message news:H8CdnXKaxJ8KODSi4p2dnA_at_comcast.com...
> Phlip wrote:
> > Some managers cut everything up into features, sort them by
> > priority, and track how long each one takes to finish. Then
> > they use this velocity metric to estimate how many features
> > would be finished by a given time. This allows them to,
> > eventually, put the most important 5 pounds of shit into the
> > bag.
>
> It seems to me that these managers have confused features with
> tasks. Using the analogy of a building: these managers think
> they can schedule construction by rooms, thereby ignoring
> tasks such as pouring the foundation, laying down the pipes
> and ducts and pulling the wires.

A foundation is a feature. Pipes are features. Ducts are features. Wires are features. Some features are "must have" features and some are not. Humanity got by without foundations, pipes, ducts or wires for many millenia. Granted, dwellings without foundations have quality, stability and durability issues, but they are still used on every continent.

> Translating featuers to tasks is often non-trivial. Most
> managers lack the necessary skillset and that is often why
> they become managers instead of architects or independent
> consultants.

Every manager has the necessary skillset to ask their technical people for a task breakdown. Some of the best tech managers I have worked for have no tech background but know how to build a trust relationship with their tech staff. Received on Thu Nov 06 2003 - 03:09:23 CET