Published: 19 June 2024
软件工程领导者上任后的前90天至关重要，可在一定程度上决定其未来能否成功打造世界一流的工程组织。为成功把握这一重要的过渡阶段，他们需要围绕四个关键的成功因素，观察团队状况、调整认知、做出决策并采取行动。
新上任的软件工程领导者往往会试图解决其所认为存在的问题，或者在不进行任何反思或自我评估的情况下对流程进行改进。然而，单纯注重速度的解决方法通常会在日后引发更多问题。
软件工程领导者希望可以找到一些方法来对比自身与同行的表现，或者对自身表现进行基准评估。如缺少这些信息，新上任的领导者将难以确定团队需要做出哪些改进，才能交付更多价值。
在软件工程组织之外，整个企业机构的文化同样会对软件交付形成限制和期望，这往往会导致交付问题进一步复杂化。新上任的软件工程领导者通常会着重了解软件工程组织的内部结构，但却忽略了其与（直接和间接）利益相关者的关系，导致错失在上任初期与利益相关者建立牢固关系的机会。
软件工程领域的技术生态系统和组织结构高度复杂，且两者往往存在错配，导致新上任的软件工程领导者难以发现改进机会并判断相关举措的潜在影响。此外，两者的脱节还会引发不必要的摩擦、增加工作交接和导致价值流中断。
了解自身的优势和短板——内省和自我觉察至关重要。
使用Gartner软件工程领导者评分工具，对软件工程组织当前的表现进行基准评估，并通过收集与团队工作方式相关的信息，确定可以采取的改进措施。
明确直接和间接利益相关者，通过访谈了解他们对于软件工程组织的需求和期望以及相关体验，并尝试采用新的方法来提升其对工程工作的满意度。
使系统架构与组织结构保持一致。具体而言，应向团队成员了解软件工程组织当前的技术生态系统和团队结构，并根据所获得的信息，尝试采用领域驱动的组织结构设计。
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Analysts:
Dave Micko, Arun Batchu
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