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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:
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? In reply to Re: Making the Business Case for Developer-Run Development
by chromatic
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