RE: Summing up and moving on (I hope)

Yes I would agree the material needs to be "pulled" as well as "pushed."
I came to my current role from a consulting firm, to define a "fix" for
their process issues. I would not have arrived here as a consultant
unless there was a "felt need." Without such a need, no manager is going
to pursue a fix, it's just the way the world works it seems.

Once here I then had a position from which to move forward, but the
"felt need" must still be there. I could never walk into the CIO's
office and say "hey I have this cool idea I'd like to experiment
with..."

Your example below of "not caring" is the absence of a "felt need." Once
the need is identified, the "pain point" must be addressed directly.
This means a specific fix to a specific problem. "What is XP going to do
for me really?" is a likely question. 

Wanting to be convinced is important but the "wanting" does not start
from an idea, it starts from a "need," that can be quantified in terms
of "loss," "cost," "dissatisfaction," or the like - otherwise the exec
would be chasing the most recent "dream" process. (This does happen I
know, but the current market sure has a way of sorting that out.)

So foe "agile" deployment to work, Jim Highsmith's approach may be the
best, start the education cycle as to where the needs may be located,
train those with decision mailing authority to recognize the need, then
fill the need with the words they recognize (not the XP words).

In the end the processes we use today produce the "need," so XP needs to
get its message to a broader audience. I know xpA is starting to talk
about this, but so far their still too far down in the weds for the guys
I support (CXO's)

Glen B. Alleman 

> -----Original Message-----
> From: J. B. 
[>] snip
> 
> The funny thing I've seen, Glen, is that when we (my fellow
programmers)
> present this material upward, it tends to be dismissed or ignored. It
> seems to me that no amount of evidence will convince the upper levels,
> because if it would, then we ought to have made a breakthrough by now
to
> which we could point and say, "See?!"
> 
> The result, then, is an underground movement. I tried that at IBM
Toronto
> and had moderate success before I ran into a brick wall and left. The
> funny thing is that I had six months of proof that XP can work, but
nobody
> seemed to care.
> 
> Now I admit that my manager is not your CIO, but there are enough
similar
> stories out there for me to conclude that I have NO CONFIDENCE that a
> combination of research references and practical results will convince
> someone about XP who doesn't want to be convinced.
> 
> "Change your organization, or change your organization."
> 
> I chose the latter, and if many of the best in the business latch onto
XP
> and employers do not, then the ones who do will have all the talent
and
> keep them.
> 
> J. B. 


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