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Extra info for IEEE Software (May/June)

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Finally, “best and final offer” bidding wars that customers and users impose on competing developers generally lead to lowball winning bids, which place the selected developer in a losing position. However, nobody really wins in these situations. Quick and sloppy products destroy a developer’s reputation and have to be redone—inevitably at a higher cost to the customer. The bells and whistles either disappear Table 1 Frequent Software Development Win–Lose Patterns (That Usually Turn into Lose–Lose Situations) Proposed solution “Winner” Loser Quickly build a cheap, sloppy product Add lots of “bells and whistles” Drive too hard a bargain Developer and customer Developer and user Customer and user User Customer Developer May/June 2001 IEEE SOFTWARE 47 A WinWin approach builds a shared vision among stakeholders and provides the flexibility to adapt to change.

We have to get people fully involved so that they own the change instead of simply complying with it. Organizational change starts at the individual level. This is why coaching is so important. To instigate truly interactive communication and change efforts, we must have an interactive mindset.

This leads to better buy-in because more interests can be accommodated earlier in the process. It also helps to develop broader and deeper deliverables. 13 In addition, the higher number of issues identified and resolved helps reduce risks early in a project and the chances of it derailing later. For example, our 3G WinWin digital library requirements negotiations involved 15 to 25 win conditions and converged in two to three weeks (as compared to two to three months for comparable manual win–win requirements negotiations).

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