The Software-Intensive Business problem (Score 1)

My definition of a Software-Intensive Business is one that

• does not see itself as being in the software business
• hires programmers
• hears about it from customers and feels it on the income statement when the software is poor

Many otherwise-competent managers and executives of SIBs just don't appreciate that software is different. How could they?

There's been a lot of good advice. If I had to summarize, it would be:

1. Do what you can to improve quality within your own sphere of influence
2. When you need additional resources, or need to make changes outside your control, go to management, following accepted channels until that‘s been proven ineffective
3. Make the case in a way that shows you understand the company‘s interests, and have them at heart. That means pointing out business implications and possible solutions.
4. Keep records of what you do and say. This will help you do a better job of evangelism, even if it never comes to trouble.

Most managers and executives I've met are trying to do a good job (even if it is only to get that next promotion). But without a good software background, they just might not even know that things could be different than they are now.

Good luck. This is the main emphasis of my consulting business, uFunctional LLC, and it can be frustrating.