Tech Debt Part 5 - How to get stakeholder buy-in for starting work on Tech-Debt

This post belongs to a multi-post "Tech Debt" series. Check out all the posts here.

Tech-debt is an inevitable part of software development, and it is important for organizations to acknowledge its existence and take steps to manage it. Tech-debt refers to the cost of maintaining the software systems that an organization uses, and it is a measure of the trade-off between the short-term benefits of quick and dirty solutions and the long-term consequences of these decisions. The accumulation of tech-debt can negatively impact the organization by slowing down development, reducing the ability to innovate, and increasing the risk of security breaches.

In order to effectively manage tech-debt, it is important to get buy-in from stakeholders, including management, developers, and users. In this blog post, we will explore the steps that organizations can take to build support for tech-debt management and provide real-world examples of organizations that have successfully managed tech-debt.

Step 1: Identify and Communicate the Problem

The first step in getting buy-in for tech-debt management is to clearly communicate the problem to stakeholders. This involves identifying the sources of tech-debt and explaining the impact that it has on the organization. It is important to provide concrete examples of how tech-debt has affected the organization in the past and to explain how it will continue to impact the organization in the future if it is not addressed.

One real-world example of this is when a major retailer recognized the impact of tech-debt on its ability to compete in a rapidly changing market. The retailer had a legacy system that was slow, difficult to maintain, and unable to keep up with the demands of customers. The retailer communicated the problem to stakeholders and explained how it was negatively affecting the organization's ability to innovate and compete.

Step 2: Provide a Solution

Once the problem has been identified and communicated, the next step is to provide a solution. This involves presenting a plan for addressing tech-debt that is realistic, feasible, and provides value to the organization. The plan should include the costs and benefits of addressing tech-debt and should be presented in a way that is easy for stakeholders to understand.

A real-world example of this is when a financial services company identified the tech-debt that was slowing down its ability to deliver new products to customers. The company presented a plan to stakeholders that included the costs and benefits of modernizing its systems and the impact that it would have on the organization's ability to innovate and grow.

Step 3: Build a Business Case

In order to get buy-in from stakeholders, it is important to build a business case that clearly demonstrates the value of addressing tech-debt. This involves calculating the costs of inaction and the benefits of addressing tech-debt, and presenting this information in a way that is easy for stakeholders to understand. The business case should also include a risk assessment and a plan for managing the risks associated with addressing tech-debt.

A real-world example of this is when a healthcare organization was facing significant challenges due to the accumulation of tech-debt. The organization built a business case that demonstrated the costs of inaction and the benefits of addressing tech-debt, including improved patient outcomes and reduced risk of data breaches.

Step 4: Engage Stakeholders

Engaging stakeholders is critical to getting buy-in for tech-debt management. This involves involving stakeholders in the process of identifying and addressing tech-debt, and keeping them informed of progress and challenges. Stakeholders should be given the opportunity to provide feedback and to contribute to the development of solutions.

A real-world example of this is when a technology company engaged stakeholders in the process of addressing tech-debt. The company held regular meetings with stakeholders to discuss progress, address concerns, and receive feedback. The company also established a cross-functional team of developers, business analysts, and subject matter experts to work together on identifying and addressing tech-debt.

Step 5: Measure Progress and Communicate Results

Measuring progress and communicating results is critical to maintaining support for tech-debt management. This involves tracking the progress of the plan for addressing tech-debt and communicating the results to stakeholders. It is important to regularly review the results and adjust the plan as needed.

A real-world example of this is when a government agency established a set of metrics to measure progress in addressing tech-debt. The agency regularly communicated the results to stakeholders and provided updates on progress and challenges. The agency also used the results to adjust its plan as needed, and to build support for continued investment in tech-debt management.

Conclusion

Getting stakeholder buy-in for addressing tech-debt is critical to the success of any tech-debt management effort. By identifying and communicating the problem, providing a solution, building a business case, engaging stakeholders, and measuring progress and communicating results, organizations can build support for tech-debt management and improve the long-term health of their software systems.