First the name, I’m about software and software projects live and die by the decisions we choose to make and the decisions we choose not to make. Therefore this site is focused on decision making by managers, leaders and most importantly teams as they navigate the murky waters of building software that matters.
At the heart of that are three inter-related ideas:
Requirements
Defining requirements is too often thought of as a one-time, all-upfront activity, which is the primary reason requirements related issues are behind most failed software projects. Defining requirements is actually a discovery process that should continue throughout the initial development project and beyond. If we allow ourselves to, we will constantly learn more about what software consumers need and how we can best satisfy those needs. A key to success is working in ways that enhance our ability to incorporate that learning.
Focus
Many corporate environments exhibit significant attention deficits that inhibit actual progress toward critical business initiatives. As a result software projects often drift aimlessly while teams bounce back and forward between the urgent issues of the day, rather than achieving the defined objectives of the project. Leadership is required to foster a culture of team-commitment to the predictable delivery focused on true business value.
Relationships
Software development and integration projects done in isolation can only fail. Software development is a collaborative effort that brings together diverse groups of people and ideas to achieve a common destiny. Building, growing, and nurturing trust relationships is essential in creating real business value through the use of technology.