In order to be a Systems Development Manager, then you should be a lot of things: leading man, educator, mentor, rosemary, politician, etc.
In order for you to survive in the modern corporate world you have to say 1 item to your superiors and team, but then do something completely distinct in practice.
On the other hand, managers know it’s critical to complete the upfront work in systems design, e.g., current systems investigation, information requirements definition, and set the proper systems architecture, etc., however, on the other hand, they encourage their staff to rush to coding without first thinking the problem through.
Managers claim they desire standardization in their work effort (to find everyone communicating and working on a frequent level), but on the other hand, standards are thrown out the window the moment push comes to shove. Check out online websites for more about Consultation and System Design – Concept (which is also known as ” コンサルテーションとシステム設計 – コンセプト “in the Japanese language )
Managers want synonymous workers who can easily get where another worker leaves off, however, on the other hand, they are unwilling to train those workers to your uniform and consistent level of skill.
Managers know the merits of sharing and reusing information resources, e.g., incorporate systems and eradicate duplication, but on the flip side, no mechanism has been implemented to check for redundancy.
Managers understand their systems and applications should be properly recorded in order to expedite maintenance and future modifications/improvements, however, on the flip side, documentation is amongst the very first things forfeited when a project is delayed.