servers<\/a> and everything else.<\/p>\nAlright, I got sidetracked. I now definitely know that implementing any task management system does not help the business at all. The one I manage hasn\u2019t benefited from it. Tasks that need to be done periodically migrate from one system to another. When a task is transferred, it receives an indulgence\u2014overdue tasks magically cease to be overdue. As I was explained, you cannot add a task with a deadline that has already passed.<\/p>\n
Along with the tasks, the IT director gets a pass. Firstly, during the implementation of a new system, he can't be disturbed \u2013 after all, he's busy. Secondly, he has old tasks but with new deadlines. Thirdly, \"they all need to be updated.\" And we start with an express survey, interviewing business users, prioritizing projects, searching for resources, agreeing on budgets, etc. All the things we've been through many times before. <\/p>\n
This way, the IT director can stretch for a whole year. And you can't catch him, he's busy. He has his task.<\/p>\n
Then, the operation begins. And everything goes back to the way it was. Some projects are executed. Some tasks are solved. Some functionalities appear. But from a business perspective, nothing changes. No, I take that back \u2013 IT costs are rising.<\/p>\n
The overdue tasks remain as they were. More unnecessary automation that doesn't automate anything is on the rise. Then it also needs to be updated, and some refactoring needs to be done, sometimes \u2013 reengineering. Well, that's what they say when I lose my cool and ask when business tasks will be addressed.<\/p>\n
Maybe you can explain to me, the fool, why automate the accountant's work? Here are five accountants. They've been here for a long time. They managed just fine with their custom system. They completed all necessary operations, closed accounts, submitted reports, and helped optimize taxation. They worked from 8 to 5.<\/p>\n
And yet we automated their work. We bought a modern information system, moved to it, trained the accountants, and started working. They still manage their work. They complete all necessary operations, close accounts, submit reports, and help optimize taxation. They work from 8 to 5.<\/p>\n
Suddenly, out of nowhere, tasks for automating accounting arise. They need to finish something here, fill out some paperwork there, something is left incomplete somewhere else. Alright, IT handles it \u2013 whether themselves or by calling in external integrators. What\u2019s the outcome? You can guess. The accountants still manage their work. They complete all necessary operations, close accounts, submit reports, and help optimize taxation. They work from 8 to 5. Yes, and there are still five accountants.<\/p>\n
So what's the point then? Can you explain? From a business perspective, the only thing that happened is that I spent money on automation. That's it, nothing more. The number of people didn't decrease, which means costs didn\u2019t go down. They didn't take on any additional work. The speed of input and processing operations didn't change. Nothing changed, only the visual display on the screen. And money, as they say, was paid.<\/p>\n
When the last IT director suggested implementing a new task management system, I sighed heavily and politely explained my views on such projects. But he managed to surprise me \u2013 he said all the previous IT directors had deceived me. He didn\u2019t just surprise me with that \u2013 every one of them before him bashed their predecessors, ceremoniously throwing out their systems and implementing their own.<\/p>\n
This one suggested we create the system ourselves. He said the main problem with purchased systems and services is poor customizability (there\u2019s another word in my vocabulary). These systems require adjustments, process changes, sacrifices, and acceptance of shortcomings. But we will create the system ourselves, according to our requirements, and everything will take off. I thought about it and agreed.<\/p>\n
So what\u2019s the outcome? I suspect he didn\u2019t actually develop the system but probably copied it from somewhere \u2013 it appeared way too quickly. He presented it to me and showed the key advantage \u2013 he said we would rank tasks by their usefulness to the business. I was ecstatic! Finally, someone understands what I need!<\/p>\n
But the joy was short-lived \u2013 about five minutes. Until we sat down to determine that very usefulness. You know how it looks? To be honest, I thought there would be some kind of point-factor assessment, we would introduce a bunch of parameters, including implementation costs, and the system would calculate something for us. I heard about that at one of the conferences. And what do we have?<\/p>\n
What we have is, damn it, a field in each task called 'Usefulness to the Business.' And you can choose a value from a list: 'very useful', 'useful', 'not at all', 'harmful', 'very harmful'. That's it! That\u2019s the 'ranking of tasks in terms of usefulness for the business'! You just select usefulness from five options, and that\u2019s all, Karl!<\/p>\n
I certainly held back from laughing. So, I said, who determines the usefulness of a task for the business? You do, he says! The director will decide! Oh, for Pete\u2019s sake\u2026 You remember, right? To do what qualified specialists say.<\/p>\n
Alright, I\u2019ll give it a try. Let\u2019s look at the first task \u2013 to automate the QC work, a list of requirements is attached. Hmm\u2026 How do I evaluate the usefulness of this task for the business? I asked myself this question. I thought for a moment \u2013 I don\u2019t know.<\/p>\n
I asked the IT director \u2013 maybe you know how solving this task will impact the business? But he plays the game well, you can\u2019t catch him. He starts to avoid the question, talking about speeding up operations, transparency in accounting, traceability of batches\u2026 Stop, I said. What does speeding up operations do for the business? Can we switch QC to a shortened workday? Fire someone from them? Add extra responsibilities?<\/p>\n
No, I didn\u2019t catch him. He says let\u2019s call a business user. The head of QC, Kolya. I wonder if he knows what a business user is? I became interested, although the IT director probably thought I would back down, postpone, and forget. No, I called Kolya, and he came running.<\/p>\n
I asked Kolya \u2013 is this your task? He looks, scratches his head, and says \u2013 probably not. He didn\u2019t write it himself; someone from his team did. I asked, respected business user, how will solving this task affect the business? Kolya has been in the game a long time; you can\u2019t fool him easily. I don\u2019t know, he says, these are your IT and business issues, my job is a small one.<\/p>\n
I don\u2019t let up \u2013 see, I say, we need to assign usefulness to the task. Kolya doesn\u2019t lose his cool \u2013 cancel it altogether, he says, we\u2019ll manage as it is. Kolya is like this \u2013 wherever you sit, there you\u2019ll get off. And he adds that he has urgent matters to attend to, he needs to run. I don\u2019t let him go \u2013 I\u2019m curious.<\/p>\n
Since the task was canceled, it means automation isn\u2019t needed. Fine, who\u2019s against it? But I ask, Kolya, how can you help our business? Kolya is sharp \u2013 am I working poorly or something? Why the complaints against me?<\/p>\n
God forbid, Kolya, what complaints! But we have a business here, and it has a task \u2013 to increase profits. There\u2019s always such a task. Sometimes, I won\u2019t hide it, profit needs to be increased to zero. I see Kolya getting nervous. Alright, I decided to ease the situation.<\/p>\n
I turned to both of them \u2013 guys, I said, you are representatives of different worlds, qualified specialists in your fields. One checks the hardware, the other conquers virtual realms. Both are managers. So, they are not naive graduates, you understand. The business needs to increase its profit. That\u2019s the task. Only employees like you can solve it.<\/p>\n
So here is your business task \u2013 increase the profit. Well, let\u2019s hear your suggestions!
No, I said, anyone could say that. Come up with a way to increase profit using the capabilities of your departments, your knowledge and skills, your experience. What can be done in quality control to boost profits? And, accordingly, in IT.<\/p>\n
They fell silent. Kolya frowned even more. Unable to hold back, he said \u2013 set me a task, I will complete it. Well, something so I can understand what needs to be done. Otherwise, it turns out like in a fairy tale \u2013 go there, I don\u2019t know where\u2026<\/p>\n
And then it hit me! I understood the essence of this game! That's why I can never catch anyone! I was so pleased that I let the managers go \u2013 I told them I would think about their tasks.
As long as you have a task, nothing can be done to you. When you don\u2019t have a task, you are almost on the chopping block \u2013 after all, you are getting paid for nothing. Nothing pressures the psyche as much as the absence of a task at work. Especially if the absence of a task is obvious.<\/p>\n
If there\u2019s no task, it needs to be obtained at any cost. Find one among colleagues, in other departments, or come up with one yourself, after all. IT folks especially tend to do this.<\/p>\n
And there\u2019s no difference whether the task is useful for the business or not. And if someone wants to make a fuss about it (like I do, for instance) \u2013 we\u2019ll add a field 'Usefulness for Business' for them to rank it. A person doesn\u2019t care which task to complete first, and which second. The main thing is that there are tasks, and there are plenty of them.<\/p>\n
Sometimes I feel out of place in the company because of tasks. Literally, like a visitor, some schoolboy on a field trip. You walk into any office, especially in the workspace, ask anyone \u2013 are you busy? Oh yes! \u2013 they will say. Incredibly busy!<\/p>\n
And busy with what? Then they start listing things, and you stand there feeling your ears droop. They\u2019ll tell you all sorts of nonsense! Providing information, coordinating the provided information, checking the coordination of the provided information, analyzing the provided information, coordinating the analysis of the provided information, checking the coordination of the analysis of the provided information.<\/p>\n
Sometimes it feels like you've opened your intestines, sorry, and are horrified. You thought everything was working like clockwork, but there are worms wriggling inside. You ask them \u2013 hey, guys, what are you doing here? They'll tell you roughly the same thing.<\/p>\n
The company seems to live its own life, and it's unclear where all these connections, processes, and tasks come from. In most cases, it\u2019s impossible to even find out who came up with these tasks, why they need to be done, and why exactly in that way.<\/p>\n
And the worst part is you can't catch anyone. Well, I find some stupid task. I tell someone not to deal with this nonsense anymore. What do you think will happen? Nothing. Cancel the task? I'll just create ANOTHER ONE!<\/p>\n
Very few people have the patience to dig through this mess of tasks for long. Employees know this. The director comes in, the director digs around, and the director leaves. But the tasks remain, and they'll always be there. Stupid, pointless, useless tasks. And a game.<\/p>\n
Honestly, I don\u2019t know what to do. Any idiot, just like Kolya with the IT director, will say \u2013 to increase profits, we need to boost sales and reduce costs. Someone might throw in an increase in production volume. And that\u2019s it. Those are all the levers we have.<\/p>\n
Attempts to decompose these levers lead nowhere. Sure, someone will suggest again to save on costs by printing on draft paper. And turning off monitors at night to save electricity. That\u2019s it. They\u2019ll scrape up a hundred thousand ideas a month for saving and rush to implement them \u2013 after all, they have tasks.<\/p>\n
And everyone is indifferent; everyone has tasks. Increasing profit is the director\u2019s job. But the director doesn\u2019t understand IT. The director is not very knowledgeable about finances. They don't grasp the nuances of accounting. Production understands less than the workshop manager. Yet the director has to assign tasks to each of them.<\/p>\n
In the director's wording ('increase profit'), the task is not suitable. Everyone needs an explanation\u2014how exactly they can increase profits. Well, at least no one except IT is asking for a technical task.<\/p>\n
So what should I do? How can I formulate tasks in terms I don't understand? Try explaining to a surgeon where to make an incision, what scalpel to use, what to do if blood gushes out, and what threads to use for stitching. It's about that difficult for me to set a task in IT.<\/p>\n
I can't work like that. I keep assigning tasks the way I understand them. And I cannot catch anyone. Everyone has their own tasks. Mine isn't suitable. The assignment is poor, there's no time for it, and anyway\u2014it's not a task. I should be smarter about it, at least.<\/p>\n
I have to fire people. That's all I can do. And no analytics will help\u2014I've tried. They are just as useless, dreaming of A TASK. They come, laying out their products like gypsies. This is TOC, this is ISO, this is Lean, and this is who knows what else. Choose, pay, and we will implement it. What you choose will be the TASK.<\/p>\n
Once they implement it, they'll get their payment and leave. They solved their task. What they aimed for. But no one will solve mine. I have to somehow wing it, as always.<\/p>\n
Alright, enough crying. I know you don\u2019t care. And you don\u2019t agree with me. I don't need your agreement either\u2014you\u2019re in the game too, you have tasks. I\u2019m even afraid to ask what they are, from whom, and for what reason.<\/p>\n
We need to move on. I fired the IT director. I thought I could do without a single programmer\u2014why have a layer like an IT director? But the guy disappeared to Moscow. I\u2019ll have to find another one.<\/p>\n
I can't get that other weirdo out of my head, what was his name\u2026 Oh, King. Strange nickname. Tomorrow is the meeting, and I have no idea who he is or what he needs. He says it\u2019s in my interest. I\u2019ll go, what else can I do.<\/p>\n
Maybe he'll assign me a task. I\u2019ll play along too.habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"\u00ab\u041f\u043e\u0439\u043c\u0430\u0439 \u043c\u0435\u043d\u044f, \u0435\u0441\u043b\u0438 \u0441\u043c\u043e\u0436\u0435\u0448\u044c\u00bb. \u0422\u0430\u043a \u043d\u0430\u0437\u044b\u0432\u0430\u0435\u0442\u0441\u044f \u0444\u0438\u043b\u044c\u043c \u0421\u0442\u0438\u0432\u0435\u043d\u0430 \u0421\u043f\u0438\u043b\u0431\u0435\u0440\u0433\u0430. \u042f \u0441\u043c\u043e\u0442\u0440\u0435\u043b, \u0438\u043d\u0442\u0435\u0440\u0435\u0441\u043d\u043e. \u041d\u043e \u043d\u0435 \u043f\u0440\u0430\u0432\u0434\u0430, \u0445\u043e\u0442\u044c \u0438 \u043e\u0441\u043d\u043e\u0432\u0430\u043d\u043e \u043d\u0430 \u0440\u0435\u0430\u043b\u044c\u043d\u044b\u0445 \u0441\u043e\u0431\u044b\u0442\u0438\u044f\u0445. \u0412 \u0434\u0435\u0439\u0441\u0442\u0432\u0438\u0442\u0435\u043b\u044c\u043d\u043e\u0441\u0442\u0438, \u00ab\u043f\u043e\u0439\u043c\u0430\u0439 \u043c\u0435\u043d\u044f, \u0435\u0441\u043b\u0438 \u0441\u043c\u043e\u0436\u0435\u0448\u044c\u00bb \u2014 \u044d\u0442\u043e \u0442\u0430\u043a\u0430\u044f \u0438\u0433\u0440\u0430. \u042f \u0432\u0438\u0436\u0443 \u044d\u0442\u0443 \u0438\u0433\u0440\u0443 \u043a\u0430\u0436\u0434\u044b\u0439 \u0434\u0435\u043d\u044c, \u0438 \u0434\u0430\u0436\u0435 \u0443\u0447\u0430\u0441\u0442\u0432\u0443\u044e \u0432 \u043d\u0435\u0439. \u0418 \u0447\u0443\u0432\u0441\u0442\u0432\u0443\u044e \u0441\u0435\u0431\u044f \u043f\u0440\u0438\u043c\u0435\u0440\u043d\u043e \u0442\u0430\u043a \u0436\u0435, \u043a\u0430\u043a \u0433\u0435\u0440\u043e\u0439 \u0444\u0438\u043b\u044c\u043c\u0430 \u0421\u043f\u0438\u043b\u0431\u0435\u0440\u0433\u0430 \u2013 \u0442\u043e\u0442, \u043a\u043e\u0442\u043e\u0440\u043e\u0433\u043e […]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-35094","post","type-post","status-publish","format-standard","hentry","category-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t