Top few challenges every leader will discover during software product development.
Let us play any roles in software product development organization, we will notice a scaled version of these challenges.
With our wisdom and intelligence, we need to curtail these challenges to make the organization more agile.
Either you are running your startup or you are leaders in established product development organizations or you are working for some product companies as a supplier, you will encounter these typical challenges causing substantial damage to the end to end product development flow.
If you can, with your expertise can lessen these organizational challenges, everyone will become extremely glad and kiss for your services.
I know you know all these but still sharing…..
a) Rapid Technology advances, as a result of this related change impact in everything e.g. competency, tools, process, etc. How smoothly we can surmount those shifts? What should be our tech strategy to handle such challenges? Such Changes?
b) The customer has many choices: Today’s customer has wide options as there are many solutions. How rapidly we can understand the need of the customer and implement solutions? Most of the time, we do not have the proficiency to pinpoint the customer desire, frequently we are in hurry assuming we know what customers prefer. How can we address such challenges?
c) Time to Market: Everyone wants lightning-fast solutions, as a result, there is always push, how swiftly we can complete the solution and reach the market to capture the largest pie? From concept to cash, how swiftly we can develop the desirable solution, which the customer is looking for. The acceleration with minimal damage!
d) Waste in the system: The large legacy organization has evolved a lot for several decades, as a result of that there is a lot of waste in the system, which is unnoticed or communities are ignoring as it will disrupt the healthy flow. With courage, how can we call out outdated processes, people, tools, etc issue to wipe out these clogs in the pipeline? Of course, a potent lobby will try to kill the voice as a when raise!
e) A swift change in the expectation from the consumer: Software product development is delicate, once the customer handles the systems, unique ideas take place. Difficult to convey what absolutely is the desire, as a result, there is invariably a better way to consume the feature. So the transformation in features is persistent, How swiftly we can incorporate those changes considering, all aspects like Architecture, design, code, test, and release including people’s competency?
f) Right acceptance criteria: What is an acceptable quality that looks like? It should work fine, yes it is working, but is this the optimum quality? so establishing the benchmark quality which is periodically changing is also a challenge. How can deal with these?
g) There are always challenges with people’s competency vs the demand in the organization. How swiftly we can ramp up and ramp down people demand? How rapidly we can mobilize individuals in numerous assignments? How rapidly we can channelize funds? How can we stabilize the emotional state of the team members? What is the best way to balance & managing about people loading and engagement looking at the business challenges And human side?
h) Infra needs, as tools and technologies are emerging, many open sources or license software is in abundance in the market, how can we deal with all? whom to trust as security and vulnerability is again a challenge? are we paying more or we have a better option?
i) Distributes team challenges, when we have common code base use by 5 different teams in 5 different countries, managing end to end product development, deployment has its own challenges. Though there are many guidelines written but context-specific has to recognize. How fast we can minimize friction in the system?
j) Product Team appraisal also plays a significant role in building or breaking the team culture. Some organizations not ultimately established what could be the best way to recognize, appraise new-gen team members. Some time heroic culture has been advocated which could be the need of that juncture, some time team cultural building ignored. How can we single out and recommend the appropriate appraisal system desired for that unique context?
k) Heavy thick large top hierarchical layers sometimes impede the execution speed. As everyone prefers to rationalize their existence, they introduce new work into the system which may not enable the team to operate better. How can we diagnose and recommend optimum structure?
l) Product development life cycle management is yet using the legacy sequential system. As the transformations are immense and amends, these will rock the whole fundamental IT project/program management operation, people do not dare to touch those portions. This legacy process itself will inject much waste into the system in the form of process, people, tools, etc burden will dump of the execution team.
m) Welcoming changes attitude from top to bottom layers is missing. Sometimes businesses are complacent with the prevailing stature, they are not open to exploring new situations, the entire ecosystem feels “we know it all”, we are the best" mindset. How can we coach such an organization and adjust for the forthcoming times?
n) Rigid, monolithic, legacy architecture with Legacy people cause deterioration to the adaption with new ways of working. How to transform such a legacy of engineering culture? As today’s customer wants rapid development with lighting speed feature deployment.
There could be many more, these are vital few, Some are Structure related, Some are people, some process, some are technology-related.
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