Comments on: Four devs good, two devs (and a project manager) better? http://cornerstonetechnology.com/blog/2010/01/four-devs-good-two-devs-better/ Getting Started in Software Development Tue, 17 May 2011 06:13:21 +0000 hourly 1 By: stevew http://cornerstonetechnology.com/blog/2010/01/four-devs-good-two-devs-better/comment-page-1/#comment-83 stevew Fri, 19 Feb 2010 21:19:33 +0000 http://cornerstonetechnology.com/blog/?p=83#comment-83 The whole issue of what management is and isn't is an interesting one. I definitely favour light-touch management, who sees its job as getting the obstacles out of the way so staff can get (the right) things done. It remains to be seen how this pans out in practice at Cornerstone once I start taking people on... The whole issue of what management is and isn’t is an interesting one. I definitely favour light-touch management, who sees its job as getting the obstacles out of the way so staff can get (the right) things done. It remains to be seen how this pans out in practice at Cornerstone once I start taking people on…

]]> By: Ole Klinkby http://cornerstonetechnology.com/blog/2010/01/four-devs-good-two-devs-better/comment-page-1/#comment-45 Ole Klinkby Thu, 28 Jan 2010 19:34:07 +0000 http://cornerstonetechnology.com/blog/?p=83#comment-45 I think the issue isn't "getting stuff done" - it's more get the right stuff done at the right time. Management is necessary but management has to stand of details and give the specialists space to decide in each of their their fields they are often better equipped to take relevant decisions in their area of responsibility, but in borderline issues the management often have to participate in the decision making it may bee in a coaching role. It's also important that management talks to their specialists to be updated about progress and timing issues. Motivation for staff is often that they feel they are on a winning team and that management cares about their problems and address them. By the other hand management also needs to cut the crap and whining - Management have to set (optimistic) goals for the team and encourage people to reach goals - and then celebrate the small victories that are achieved. I think the issue isn’t “getting stuff done” – it’s more get the right stuff done at the right time. Management is necessary but management has to stand of details and give the specialists space to decide in each of their their fields they are often better equipped to take relevant decisions in their area of responsibility, but in borderline issues the management often have to participate in the decision making it may bee in a coaching role. It’s also important that management talks to their specialists to be updated about progress and timing issues.

Motivation for staff is often that they feel they are on a winning team and that management cares about their problems and address them. By the other hand management also needs to cut the crap and whining – Management have to set (optimistic) goals for the team and encourage people to reach goals – and then celebrate the small victories that are achieved.

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