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Commitment Plans

Computer professionals, while great with their computers, are often maligned for less than effective communication skills, thus placing a much greater burden on the manager to stay in touch and pull information from any source. Many managers have limited time constraints, but making the time for individual employees shows personal interest and support that will bode well with subordinates and bolster morale and job performance. Tracking performance commitments should continue throughout the year using the commitment planas a working document.

This working document can be jointly adjusted as often as necessary by the manager and subordinate; with both agreeing to the modifications. In most IT departments it is common for the priorities of projects to change with little notice or for major problems to arise such as disk failures.

These events will dramatically alter the immediate commitments of the technical staff and require cooperation in rebalancing the workload. Extending target dates on commitments should not be viewed as a negative act when there are legitimate reasons beyond the control of employees. Employees and managers should document the performance commitment plans and the reasons for target dates being modified to keep as a record for future reference.


Fortune 500 senior executives spend 20 percent of their time on litigation activities.

   - Stephen Rosenberg (1998)

Commitments for IT professionals can be difficult to quantify, measure, and track since they are often called upon to fix unplanned outages and problems which can take any amount of time to resolve. Unplanned high-priority change requests also wreak havoc on the work schedules of IT employees.

The above book excerpt is from:

You're Fired! Firing Computer Professionals

The IT manager Guide for Terminating "With Cause"

ISBN 0-9744486-4-8

Robert Papaj

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