Sounds like the problem is engineers aren't accountable for quality. Rather than prescribing a solution, these leaders should make sure incentives are correct in their organization.
As an engineer I made myself responsible for quality for my whole career back when I had the freedom to guide my own work. Under agile/scrum I'm too unengaged to care what works in production and don't accept the idea of responsibility without authority and autonomy.
Agreed. Scrum, in most cases, robs engineers of the agency they need to deliver maximum value. My teams did better work without it under the condition that the talent was motivated, technically proficient, and had the right incentives.
> Sounds like the problem is engineers aren't accountable for quality. Rather than prescribing a solution, these leaders should make sure incentives are correct in their organization.
A low effort management practice is to make engineers move fast at the expense of quality.
An even lower effort practice is to then turn around and hold engineers accountable for the choices made by management in the first place.
The obvious needle thread here is to not "make" engineers do anything, but hold them accountable to the results the business needs to see. The best teams are composed of empowered, accountable engineers who have the flexibility to do what they're paid to do.
add-sub-mul-div|2 years ago
iamnafets|2 years ago
nine_zeros|2 years ago
A low effort management practice is to make engineers move fast at the expense of quality.
An even lower effort practice is to then turn around and hold engineers accountable for the choices made by management in the first place.
iamnafets|2 years ago