Business Messages

>J. B. Rainsberger wrote:
[snip]

I guess I haven't seen it that way. I'm not saying that I think Glen has
been
doing the opposite, but I am saying that I haven't seen the intent. I
probably
need to read what Glen writes more carefully.
J. B. Rainsberger

[GBA] My last post contained some cleared thoughts. Here they are seperated.
These are Business views of "agile" processes, not views from the
development side of the house:

(1) Managers and above need that hear a message that resonant with the
experience and "felt need." Shouting that a new process will save their
business will not likely be that message for the general population of C and
B-Types

(2) Business managers want software to show up on time on budget. Advanced
delivery is a second order effect for them. It is a first order effect for
developers and SQA folks, but in order to move this effect out to the
general customer, on time on budget needs to be accomplished first.

(3) The presence of an XP customer is part of the XP success. XP has little
to say (getting better) about how to transform a customer into an XP
customer.

(4) Understanding, tailoring, and focusing the "marketing message" is a sign
of a maturing process. This happened with TQM, Six Sig, BSC, "Change"
processes, etc. All started as zealot processes and matured to broad based
processes by transforming "their" message not transforming the listeners.

(5) For any change to take place a "felt need" is first necessary. Without
this need the message is left at the door. Once this need is felt, it must
be "internalized," that is the need must be turned into an internal source
of action. Arriving at the door with a solution for the need without an
internal recognition that the need can be fulfilled "externally" leaves the
message at the door again (not invited in).

These concepts are at the core of any "service" based sales strategy. The
buyer of "hard goods" can compare side by side products and prices. The
buyer of a service or a process improvement, can only compare the product
with the "felt need" through an intellectual absorption. This includes
asking peers, observing others (bench marking), absorbing the message in
words of the receiver not words of the sender...

Glen B. Alleman
Director, Program Management Office
Kaiser-Hill LLC
Rocky Flats Environmental Technology Site
Golden, Colorado
[email protected] <mailto:[email protected]>
+1.303.966.5865 Office
+1.303.994.0874 NexTel



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