系统成功的关键The Bottom Line
发表于2001/2/2 16:07:00 1987人阅读
系统成功的关键The Bottom Line
By Russ Finney
Success! The system is in the hands of the client and it is processing
real business information. Time for a project team celebration! Pats on
the back all around for everyone. High minded speeches from team
leaders, project sponsors, and various excited client participants. No
more late nights, weekends, or early mornings. The effort was long and
seemingly endless but it was all worth it. The sense of achievement
experienced from the solution of a complex business problem by the
installation of a new system is indescribable. A number of years and a
large number of people may have been involved. The time has come to
celebrate the team's victory!
But is it always this way? Another team is exhausted. The death march
is finally over. They will never have to see each other again. Boxes
and logon IDs can't be turned in quickly enough. All references to real
names are removed from programs. "Don't call me when this thing blows
up", is muttered now and then. No team gathering is held, just a slow
disbanding as each team member disappears onto other projects or
activities. The clients seem disenchanted. An air of uncertainty and
impending difficulty surrounds the system and those associated with
Or, the worst fate. A surprise meeting! The team has been progressing,
but somewhat without direction. The budget is slipping, the client is
unsure what is happening, and questions are raised about competence. No
one team member can be identified who has a "vision" of the system or
the system building process. The inevitable happens, the project is
cancelled. The money spent to date was absolutely, totally wasted!
Why do some teams seem to make to the end successfully, other teams
just make it to the end, and others never get the chance? Why are some
teams on a continual "high" throughout the project while the members of
a team right across the hall seem to drag into work every morning? Why
is it that some clients describe a team with words like:
* they understand my business
* they are right on target
* we are all a part of the same team
* we were glad to be a part of this process?
Yet another team may be described with:
* we not sure what they are doing
* they don't understand how our business really works
* we are very worried about how this mess is really going to turn out.
Does some secret formula exist to insure success, or is it just a
matter of luck?
Recent observations which have been made by non-technical business
people are striking in their implications. One comes from Robert
Townsend, the author of Further up the Organization, in which he states
that "most of the computer technicians that you're likely to meet or
hire are complicators, not simplifiers. They're trying to make it look
tough, not easy. They're building a mystic, a priesthood, their own
mumbo-jumbo ritual to keep you from knowing what they - and you - are
doing". This is disturbing commentary. It gives a clear voice to the
concerns that many clients express when the computer professional's
back is turned:
* Will I get the results I need?
* Will my business problem be comprehended?
* Will I understand both the solution as well as the process used to
arrive at the solution?
* How will I be included in the process?
* How much control will I have?
* Will I really have anything at the end to show for the risk I am
Townsend,Further up the orgization的作者，写到“大多数你可能遇到或雇用
An even more disturbing observation comes from one of the acknowledged
"thought leaders" in the systems field - Ed Yourdon. In his book,
Managing the Structured Techniques, he writes: Managing the
"Something happened to the personality and mentality of the data
processing profession as a whole as we moved to the ultra-sophisticated
on-line, real-time, fourth-generation and fifth-generation machines of
the 1980's and 1990's. The profession began to attract people who,
regardless of their race, creed, color, or university degrees, are
clerks. They think like clerks, talk like clerks, and they approach
computer programming and systems analysis with all the enthusiasm of a
sleepy civil service clerk who knows that he's just one year away from
retirement.Having met some twenty-five thousand analysts, designers,
and programmers throughout the world, I found a surprising number of
them have never read any computer articles or even opened a copy of
Datamation or Computerworld; have never heard of ACM, DPMA, IEEE, ASM,
or any other professional organizations; can't spell Dijkstra's name
and probably have never heard of him; aren't aware of the structured
techniques and wouldn't be interested if somebody showed them."
What makes this even more distressing, is that fact that business
executives are now turning to the IS professionals on an ever
increasing rate in order to provide them with systems which give the
business a strategic as well as a competitive advantage. The major
problem here is that computer programming clerks who are enamored with
the technology and who could care less about the business itself, will
not make this happen. A new breed of computer professional is required
who has a balance of people skills, technical skills, and business
Some Required Thinking Shifts:
* Stop automating existing ways of doing business without assisting in
improving the business processes first.
* Stop thinking in terms of departmental processing.
* Start thinking in terms of cross-organizational systems and business
* Start adjusting to the fact that business processes are changing at
an ever increasing rate, and the development team must be prepared to
keep up - even as a system is being designed and constructed.
* Start embracing new forms of technology which show significant cost
* Start recognizing that if the business client's demands can't be met
by you, countless other service providers exist who will be willing to
meet those needs.
In today's information based society, the system building professional
is faced with even greater challenges than ever before. Exploding
technological innovation, relentless complexity increases, faster paced
business changes, and increasingly sophisticated business clients are
placing greater demands on the talents on the business system
professional. In addition, a true spirit of trust and teamwork must
exist and perpetuate between the business clients and the business
systems professionals. This is the first real quest. The next is even
more critical. In the end, a business system must be delivered. A
system provides no benefit to anyone unless it is in an accepted
technical environment and actually being utilized by the business.
That is the creed of this site. All of the analysis and design, or the
blood, sweat, and tears, won't amount to anything if a working system
does not exist in the end as a result of the effort.