Yes, developers are strange. Let’s just face it. Developers operate on a different wavelength than managers. Agile developers in particular tend to deliver in short cycles, listen for the client feedback and turn that into the next development cycle.
At the same time, management wants to know dates and costs.
In our company, we are trying to regulate the development in slightly indirect ways. We have recognized that direct management of developers is a bad idea. Quite the contrary, we have recognized that nourishing a well-informed product owner brings benefits that cannot be achieved otherwise.
Product owner is responsible to join the three poles of the structure: clients,
Writing software is amazingly simple when it comes to processes. Don’t let the complexity of the software itself sneak into the process of producing code. Understanding and modeling the domain, testing and packaging, all of those are one side of the coin. Managing the process is the other side.
“The outsourcing sector of the software development industry has long favoured Asian countries for low costs of service, thus helping the software development outsourcing to India gain momentum over the years. However, tables are turning and Eastern European countries are asserting their presence in the IT outsourcing market,
Dear Friends, “Out of the Box Thinkers” and Entrepreneurs
Another very interesting opportunity to exchange experiences and discuss potential cooperation ideas is emerging on 12th March in Brugg-Windisch.
The “Silicon Valley meets Switzerland” event: http://extendance.com/svms/ will host exciting start-up stories from both sides of the ocean and we will be present with our own stand as the co-sponsor of the meet-up.
Developers in my company (and most senior developers in general) are power users. Power users often need to access functionality of OS that is not available in GUI (or meant to be). On the other hand, they want to automate repetitive tasks.
Having a team which is separated geographically carries several challenges, one of them being the question of planning sprints. Root problem here is that members holding different roles are stationed in distant offices.
One of the most important lines of division appears between business analysts and development staff.
“… As the world market for ICT continues to evolve towards outsourced software engineering, offshore systems design and integration, Serbia is well-placed both geographically and structurally to provide a cost-effective, reliable alternative to more established markets. An outstanding pool of intellectual capital, attractive labor costs, excellent skills, good communications networks and a high fluency in English are just some of the key competitive advantages that persuade international companies to expand their businesses to Serbia.”
Building a talented and strong distributed team from various disciplines is in any new project or venture a challenge. But the most difficult thing to find is, not necessarily people with certain skills, but an organisational and management style which allows distributed team members to develop their full potential and remain intrinsically motivated over a long period of time.