The Team Is The Real Product | Jason Gorman

According to the Agile Manifesto, "Working software is the primary measure of progress". But what about the team who created that software?

If software development's a learning process, does it make more sense to view the real value created by teams in terms not of what they delivered, but what they learned - about the business, the end users, the technology, the process, their code base, and how to work with each other?

Team who've climbed the learning curve are much more capable of adding value than a brand new team who have to climb it all over again when the software inevitably has to change. Does it make sense to build a whole new car for every journey?

And yet, all too often, businesses don't hesitate to disband a team as soon as a solution's to today's problem has been delivered.

Is what's needed a shift in focus in the way we see software teams - not as costs to be minimised in the short-to-medium term, but as assets to be nurtured for the long term? Should businesses view teams as the real end product?


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