ust Manage the Cultural Change to RAD

(skiTi
57;

Va
e least. J VA ' their environment.
X rrmance.
., v ment. Of these, fear is the least effective mers roba TI sit š stnem
motivate another. The answer tothe pesem AM s
means zi zim a Et the m cer and early adapters, since early
on the individual. The ik
E Perhapo a inje most povrerini mo- . RAD revolution should identify the most seseinejeh NEL from GESiE z
tivator is excitement. When people me HREN way to motivate each person Mi rito Ek NE RJO
"excited about what they are doing, they . invo - mrerii zbal a o med
re form organizational structures appropri-

work hard for long hours and enjoy it. x dolo
RAD leaders should generate the kind of ' are introduced inan IS ati Peci a
out (IE them well and protect their potential

excitement that occurs with fundamen- c
shoul usiasti t them; others resist nei
Pertot Ma RU lani kobu i Mi Vdni Sij their introduction. It. achievement from opposition by the re-

ate for the early adapters, motivate

V part of the RAD revolution, and to build, ; ; n nali
mission.critical system that will" 4% "| is useful for management to categorize . sisi
Ubaiek tle rterprisa in a relatively. ;  / the professionals into the danke ; ne stv Koj ti! peki PoE s
rt time. in RV) »»peeo— O, groups: experimenters, ear! pters,
Vate Si Presiga is another motivator. Con- pragmatists, late adapters and resisters. mi ma People often learn from an

new, it's freguently Excitement is an effective way to mo-

difficult to alter the
culture of a large IS organization. As a ; be O
ia SE UDI Acceptance of a a a ora 4 PONI
vi meni e cy les such as Can VAN 3 IRENE
k m re S oe New Development Methodology a MAN:
ide that their successes are highly visible.

Five Types of IS Professionals and Their Relative The pregmatieti8re tle mikičo£iha
Acceptan ce Rates road developers. They are cautious of
failure and reluctant to spend time
learning new methods until they're sure
it will be a good investment of their
time. These developers adopt a new
methodology only when the early adapt-
o ete adapters cp ers have demonstrated that. it is signifi-
pone new methodolnse, teluctan Resi; cantly better than what currently exists
€ its use as Jnevitable, Romaji << sal mi? demonstrated repeated success
wi
č The prestige attached to early accom-
plishments should be used to persuade
pragmatists to learn RAD methods.

The late adapters are reluctant to
change; they're the old dogs who do not
want to learn new tricks. Financial in-
centives may be the best way to seduce
them.

ganizatio: ; h
— An efficient IS staff today needs to
work in an environment of information ''

all reguire integrated computer-aided ''
software engineering (I-CASE) tools "
with a well-managed repository. Thus
far, however, many IS shops have not
even experimented with these tech-' '
nigues. Introducing them represents a
revolutionary change in the way an IS.
organization functions. sita
Such a change reguires the total com-"
mitment of the top IS executive. This ex-

pori
o
o

so
o

Pe]
(z

<a
o

m
o

work hard to implement them. The top":
IS executive should also have an excel '/;
lent rapport. with the organization's CEO,.
who in turn should understand that the '
— business needs to retool IS. It is the CEOSs .
responsibility to make sure that the rest, '

pency of this retooling, S: 5/5
Some of the retooling provides

m
>.

pa
o

no
(—

Percentage of IS professionals per organization
"am
o

- Disarming Troublemakers
The resisters consciously oppose the
new methodology, sometimes disguising

o

no'

short:term improvement in profits; i ei s: elative ime ona 5 their negativism in intellectual argu-
—— tal time varuied to ara Slavo ments. Resisters are present: in most IS
mio SIS aecordinei lo New met | organizations and sometimes voice their
——VPorale c Ht [RSi o ab from the start.
e) ( e champion of a new methodology

Rekaik,

has to know how to deal with the resist-
erš. The worst of them may search for '
subtle ways to sink the methodology be-
fore it takes hold.
The resisters are the most difficult to
" motivate. For them, a subtly applied
dose of fear is often the most effective.
I£ necessary, their power and prestige
can be removed. It may be necessary to
move them to a position where they
.. cannot have a negative influence. '
(7, Next week, I will discuss the tech-
nigues that can be used to introduce
.. new development life cycles, such as
V RAD, into an IS organization. 8

- The concepts embodied in RAD are de-
| soribed in a new volume in the James
' Martin Report Series. For more infor-
| mation on this volume, call (800) 242-
'.1240. For information on seminars, %
coritact (in the United States and Can-

je ne]
RH zasi k
struction teams should be enco,
V take pride in.their superior poden ge |
/ mance. Individual should take pride in <
4 superior results ie
tools, '; K

Most, IS organizations have some ex: Z
perimenters who like to try s

methodolo-. in ) V ada.) Technology Transfer Institute,
aka a oe Jo urami VERA Van ZV, well to enčouragement. "O... 741 10th St, Santa Monica, Calif.
Individual Nami use pag Po ja — > 90402 (213) 394-8305. In Europe, con-
| ti nee, ri pie et | ga Po Remi o TI
SEVE ma te /" Cratic obstacie that lowers j Zan! (;
; ta ža | semiš bi V Niš ket to make it wi s s (0524) 734 506.