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I manage a small in-house development team for a large organization. We develop for both internal and external clients.

I find it impossible to educate the non-technical senior management about the importance of team work, testing, etc etc.

However, the most difficult thing is trying to make non-technical people understand what is realistic to expect from us in terms of running concurrent projects and timescales etc.

It is definitely still a case of people think we just press a few buttons and applications build themselves.

Does anyone know of a simple business case template for non-technical managers to justify the investment in my team's time?


migration rejected from Jul 11 at 4:39

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closed as primarily opinion-based by MichaelT, durron597, Kilian Foth, Snowman, gnat Jul 11 at 4:39

Many good questions generate some degree of opinion based on expert experience, but answers to this question will tend to be almost entirely based on opinions, rather than facts, references, or specific expertise.If this question can be reworded to fit the rules in the help center, please edit the question.

Thanks everyone. I use Scrum and have even developed a simple interactive web report showing tasks, estimates,non-technical user stories, burndowns etc. I have also tried using existing systems as yardsticks. I can say things like "that is a 'system a' type system and that will take around xx months to complete - making our outstanding development queue now at x years." It all goes in one ear and out the other. –  Davy Oct 22 '09 at 13:55
It might be worth bearing in mind, that if they haven't fired you yet, they still believe you're doing a passable job. Although they might not like your estimates at all. –  Bravax Oct 22 '09 at 14:19