I’ve been toying with the idea of writing a book on the subject of software development for many years now. In my nearly twenty five years of helping companies be innovative, make transformations and get products assembled, I’ve seen many common patterns. And I’ve spent many moons sorting through and reflecting on my experiences to find order and identify root issues.
But before we dive into the first Hard Truth, let’s first take a step back and remind ourselves of a few of the many symptoms that we often see from software development companies.
- All hands meetings are morale killing as opposed to energizing, inspiring or at least grounding and productive.
- Disconnection between executive management, sales, product management, architecture, engineering, support and technical operations staff is substantial.
- Speed of development is perceived to be abysmal.
- Estimates and schedules are far from accurate.
- What is sold does not match what is built.
- High turnover.
- Stagnant workforce, ideas, and technology.
- Developers expecting to be spoon fed requirements.
- Staff not being proactive in their respective roles.
- Lack of comprehension or interest in doing design before implementation (80/20 rule).
The list goes on and on – these are just from the top of my head.