The second question

Somewhat off topic, but I told you I almost did my dissertation on development practices.

So, we have a group at work that is having more than a bit of trouble actually delivering stuff. It's not a problem of capability; the developers are plenty capable. Nor is it a problem of vague and/or ephemeral requirements; the users are quite sure of what they want.

When I came into that group four years ago, it had the same problem. I fixed it. I moved on. Now they are right back to where they were before.

Am I some kind of miracle worker? Hardly. But I do know how to ask the second question.

The first question is the question that even the most incompetent lead will ask: "Is it done yet?" If the answer to that one is "Yes" then there isn't a whole lot more to be done (except, maybe, checking to make sure that's the right answer; developers have a habit of calling things done when they aren't). However, that's not management, that's statusing. Any idiot can do that. Management is the second question.

The second question is not "When will it be done?" It was supposed to be done already, so obviously this is a task that defies estimation. The second question is not "Why isn't it done?" This just invites excuses. The second question is, "What do you need to get it done?"

This is a much more difficult question to wriggle out of, especially if the developer knows you are serious about clearing obstacles.  Rather than asking for the unknown, you're asking for the known. That means you expect a real, verifiable, answer. Rather than asking for the excuse, you're asking for the solution. That means it better really be the solution because it's going to happen. Most importantly, rather than providing an out, you're insisting on performance. Sure, I'll take care of whatever's stopping you. Now, stop being stopped.

It ain't rocket science, but it does require two things that a lot of managers seem to lack:

1. A true belief that the job of a manager is to make others better.
2. A clue as to what the developers are actually doing.

I know plenty of managers that have one or the other. Managers that have both are surprisingly hard to find.