Comment Re:When you can't measure (Score 1) 370
whatever it is that your developers are producing (other than warm chair seats) then you start talking like management: "Put X engineers on Project Y to get us to the Z man-months required within schedule." (...) No joke. I've talked to the CEO of a $2B/year semiconductor company and that is precisely as deep as his plaanning goes.
To be fair, at the CEO level of a major company it's impossible to deal with individuals. I've worked for many years with project portfolio management tools and on that level it looks more like a knapsack problem where you have say 100 developers and doing project A consumes 30, project B consumes 40 and project C consumes 50. Except it turns out B and C is both eating the same pool of 20 that know one particular technology or they touch the same systems or users and you don't want two major overhauls colliding. And one project has a much better ROI short term, but the other is strategically important or one is high risk and the other low risk and so on. When you're at this level you're looking at whether you have the capacity and right mix of staff, not how well each individual is suited to their position.
You must understand that as a CEO you're dealing with layers of indirection, perhaps you can make some changes to HR policy that may over time help improve the composition of your workforce, but on the normal management timescale you're stuck with what you've got. And every company tends to have the employees that are favored by that system, rock the boat too much and you get issues with employee dissatisfaction, turnover and a management chain that resist you so mostly they focus on getting the business side right, what products and services should we be delivering. It's up to middle management to pick the aces and go to bat for why these people deserve such a big paycheck compared to others who also call themselves developers. But I will tell you one thing, the CEO might not know what's going on but he does care when the 100 man hours he was going to spend turned into 200, even if the rate was lower.