Published: 27 February 2023
Software engineering leaders face many key decisions related to roles, responsibilities and reporting lines when forming agile product delivery teams. There are many approaches to things like people management — some are wrong, many are workable — and each has its own pros and cons.
Software engineering leaders and their management struggle to leave behind traditional hierarchical “command and control” reporting structures.
Differences in terminology, responsibilities and relationships advocated by various agile methodologies complicate the choices that software engineering leaders must make.
Many software engineering efforts involve more than one team, leaving software engineering leaders trying to figure out how those teams will coordinate with each other.
Software engineering leaders responsible for forming software engineering teams and establishing software engineering practices should:
Separate work management and people management to let teams autonomously self-manage, but alsogive individuals a home for administrative and professional development purposes.
Optimize the team
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