The one under-appreciated factor when developing Technically Complex Systems

There’s still nothing better than good judgement!

When developing technically complex systems, there are many sources claiming to be the silver bullet of success. One may hear one or more of the following factors for being the root cause of success:

  • Development methods
  • Software tools
  • Employees’ mindset
  • Organisational culture
  • Project team size
  • Past project success
  • Investment in Research & Development
  • Etc

Indeed, in my experience, all of the above are contributing factors, but there is one factor that often goes under-appreciated, namely the experience and capabilities of the technical leaders on the project.

When an organization lets their technical leaders leave, whether because they are over-worked, under-appreciated and/or do not have the time for continued professional development, the impact on project delivery will be detrimental to project success. As technically complex projects often take three or more years, it can take a considerable time to see the effects in full. The leaders can be replaced by clever engineers with great potential, but who lack the experience that navigates us around conflicts, through mutually beneficial negotiations and effective communication to our stakeholders.

To be a strong technical leader requires making decisions on high uncertainty and taking accountability of one’s decisions. These leaders have often experienced many projects and know to reach out to and listen to their peers.

I have seen many organizations panic as they realise that their technical leaders are within a few years of retirement and there are no people capable of taking on their responsibilities. My advice is to be prepared. Prioritise succession plans as well as career pathing for the more junior staff and mid-level managers to ensure that when key technical skills are lost – be it through retirement or resignation – there is a concrete and actionable plan to replace those valued individuals. Pair this with opportunities for new and established leaders to develop and grow their EQ, leadership techniques and communication skills. Identify the value of your technical leaders, ensure they know they are appreciated, and implement continuous professional development programmes to ensure that the future technical leaders are not far away!!

– Mike Johnson