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When speaking with founders and CEOs, we often hear concerns like this: My project manager is losing confidence in the developmentteam. The PMs are seeing late deliveries and bugs that suggest the devs just aren’t capable enough. This can be true even if those failures had nothing to do with the current team.
This visibility is necessary to manage the productivity of developmentteams and ensure that software is delivered on time, on schedule and on budget. Not knowing what softwareengineeringteams are working on or when the work will be done can lead to major challenges when it comes to managing budgets and resources.
This raises the difficulty of finding the top softwareengineers for a business given that many are bootstrapped and some are sponsored. All companies are now fundamentally tech companies, and employing softwareengineers is now a crucial task that greatly affects a startup’s long-term performance.
Consider the battle waged by IBM’s softwaredevelopmentteams between competing methods for getting closer to customers. The issue arose as a result of changes to IBM’s business model for software. In the past, IBM mostly provided enterprise software to customers who installed it on their own computers.
I wasn’t a softwareengineer, and I was tempted to leave agile methods to the geeks. For example: Work in ways that make humans happy and successful. Instead, it led to more collaborative ways of developing hypotheses, better results, and greater confidence. Developteam agility. I had an idea.
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