Here are a couple of definitions for you. According to the Merriam Webster dictionary:
Strategy: noun, A careful plan or method.
Tactic: noun, a device for accomplishing an end.
These definitions work perfectly for talking about software management. When I was a manager a few years ago, some of my colleagues told me to stop worrying so much about the tactical and start worrying about the strategic. First, I had to stop and think about what they were driving at. As a software engineer turned manager (without much training in management), my approach was often to keep an eye on the code, what the people were doing with it, and how they were doing it. I was very good at helping solve problems that arose, coaching developers, adding some code occasionally (when I had time), and understanding what we were developing and why. For most engineers who move into management, this is perfectly normal and can be very effective. This is tactical thinking – what steps do we take to get from where we are to were are going.
What I wasn’t as good at (at least not then) was taking a step back from the day to day activities and looking at things as a whole. Do we have the right tools? Are our goals clear and correct? Are there more global changes to be made, such as schedule changes, personnel changes, feature scoping, etc.? Sure, I was good at some of these things, but not all the time. I would often get my head buried in the day to day operation of my group and not take the time to step back and look at the big picture. Looking at your overall goals is strategic thinking.
One thing I believe is lacking in many organizations (certainly in the places that I worked) is quality management training. Yes, I took classes in the legal aspects of management, how to develop a schedule (fine for waterfall methods), and how to communicate effectively. However, so much of management is fuzzy, and some new skills are required. How much time should you spend on various activities? What is your priority as a manager? What’s the best tool for scheduling and how to use it most effectively (MS Excel, MS Project, Rational, Visio, something else)? How frequently should you meet with your team members, colleagues, and manager? What’s the proper proportion of time to spend on various management activities? For example, some managers spend so much time in meetings, they never learn anything about your software and never know what is really going on. Then they’re surprised at inconvenient times to find out what the actual situation is.
In future posts, we’ll address some of these things. For now, whether you’re in management or not, take a step back and take a look at what you’re doing. Stop worrying for a minute about your current problem and ask if you’re even solving the right problem. Are you worried about the tree when you should be thinking about the forest?