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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?


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

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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