As a Software Development Manager, you obviously have one major context to your day-to-day: Managing the development process and the people who execute it – or software developers. Most everybody who has been in the industry long enough to experience a couple projects and a couple teams can tell you that there is a wide chasm between your everyday developer and a great developer.
That chasm not only consists of the difference in the amount and quality of work they are able to produce, but includes a vast knowledge base, a reliable and quick analytic brain, inherent leadership and setting the default baseline for the team.
They are also the ones who will argue with business about what their software should and should not do. They will advocate particular methodologies, patterns, architecture and design. They will push back on timelines, implementation plans and will often be a thorn in the manager’s side. But in the end, the great ones will compromise – if they are heard. Continue reading “Managing Developers: 15 common traits of great Software Developers”
Software Culture has this theory of “Rapid Development”; that a software team can quickly prototype a concept or idea and have something that the business can show to customers to get initial feedback on. It’s a great theory, one that is certainly doable. Where it breaks down, however, is when it meets Corporate Culture – who have a different theory. Corporate Culture typically believes that a prototype is an initial investment in a software deliverable – a “Rev 1 Alpha” so to speak. And that the prototype is somehow capable of being tweaked and going to market.
This collision of theories and practice frequently results in nightmares for all involved: software developers who are trying to retrofit something that was tossed together and marketing, sales and business that is trying to get sales going on something that for all practical purposes, is Vaporware.
So, why does this happen? Let’s look at what Rapid Development means to developers and compare that with what it means to business. Continue reading “Software Culture: Getting to market “quick” results in garbage.”