MIcrosoft LINUX core Software Staff-A Permanent Resistance to Improvements


12-1-2017



Unit 8 Discussion 1 Response 1 to Brandon

Response from: Miss. Bayo Elizabeth Cary, AA, BA, MLIS





        I think that you are correct, in stating, that a greater understanding educationally, needs to be required, for project management positions. It is too arduous a task, to attempt to provide guidance, when one has no real knowledge, of the work, and processes, related to the overall project. A manager, could hire IT specialists, for each aspect, of the project-however, without knowledge, of what, the various specialties need to be complete-time is lost, and there is too much room, for mistakes, and dishonesty.



        Specialists, have a resistance to change sometimes, or a “resistance” to following through, with an IT request, from a project manager (Allison& Henrique, 2015, p. 4). I think, that oft times, when the resistance, to an IT design, is too strong, and there is no room for compromise, that the problems, are more than just a LINUX core-for example, when re-writing software (Allison& Henrique, 2015, p. 4). The project manager, is supposed to have, control over, how the final presentation will develop. In the IT field, an IT manager, must pay huge sums of money, and then-due to some: “resistance,” the final product, may still not be, what was paid for.



            When I pay money for a service, I expect to get what I pay for. When you are in the middle of an IT project, and any given specialist, puts up too much: “resistance,” then-the project is slowed-down, and a new-hire must be considered. Money, and time are wasted, as people are interviewed, eliminated, replaced, and then-the process, must be repeated. As an IT project manager, you have-to-get, what the company has requested, and unfortunately-people will be lost along the way.







References





Allison, Ian& Henrique, Narciso. (2015). Managing Change in SPI: A Framework for Addressing Resistance. Software Quality Professional. Vol. 17, Iss. 4. p. 4-14. Retrieved from www.asq.org




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