in reply to Making the Business Case for Developer-Run Development
Big Disclaimer: I wrote a book about software development strategies. I like to think I'm correct, but I don't know your team, your company, or your business, so all I can do is ask leading questions.
The problem is that we believe this is not true for software development.
Why is that?
A manager of developers has to answer several questions:
- What should we build?
- How long will it take to build?
- What level of quality does it need?
- How much will it cost?
- How can the team work effectively?
How do you propose to answer those questions? What parts of the traditional management structure in your company make it difficult to answer those questions correctly?
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