Aug 6th, 2008
Crunch Mode
Every software house experiences crunch mode: everyone does whatever-it-takes to get through whatever. When it is over, everyone lets out a big sigh, take a few days off, and pick up where they were before. Managers, particularly senior ranked, usually dispense kudos, bonuses, or creative rewards.
Experienced software managers use crunch mode like scapels. It is sharp, intrusive, effective only in skilled hands, and cannot be used regularly or frequently on the same patient. Most importantly, use only with thorough planning and preparation.
Plan and prepare for crunch mode? You bet. Only amateurs let crunch mode happens. Pros train for it.
The flip side of whatever-it-takes is drop-everything. If something cannot be dropped, those resources must be protected. The manager should also plan for the picking up, after the crunch mode. If there is no plan for whatever dropped, they evolve into crisis later.
Essentially, crunch mode taps the reserved energy and probably adds toll and stress to the normal system. During the crunch mode, people cut corners and short-cut the normal processes in the name of expediency. Managers must know the extent of stretch his or her organization is capable of. It is also a good to examine those corners and short-cuts carefully. Are they innovations that will improve overall system efficiency or sometime not to be repeated, or used lightly.
People’s natural heroic pride will respond to the crunch mode. They work hard and enjoy the adrenaline rush. It is important to eliminate, at least minimize, any hurdle to slow them down. These are the pumped-up army ready to fight. Have them wait for logistics will dampen their spirits. Sharpen the focus, stock up the supplies, aim their targets, and let them roar. Prepare to let them rest afterward. No one can sprint for long.
It is also important to train for the crunch mode in “peace time” — the same concept as fire-drills. Where are the reserved resources? What skills are available? How to coordinate efforts? These need practicing and frequently too late to learn when crunch mode comes.
It is more important not to be addicted to it. The increased productivity feels good. The camaraderie feels better. But they are not real productivity or real team spirit. They are stimulated and not sustainable. Managers who depend on crunch mode are like addicts and will one day face painful consequences.
Of course, the shrewd will exploit the organization with abusive use then leave the damaged team behind. Only the lesser get caught.
This blog ends with sound effect of evil laughers [WA-HA-ha-ha-ha-ha-ha...]