Navigating the Complex Landscape of Delivery Management
Engineering is a journey, and the creation of products often takes a number of unexpected turns before arriving at its destination. While engineering is inherently unpredictable, the structure of most businesses demand some level of predictability. Meeting deadlines and setting clear expectations is vital for the success of most businesses, as any deviation can create ripples throughout the organization, leaving both customers and executives dissatisfied.
Engineering teams and product leaders shoulder the responsibility of reconciling the creative process with business demands. Bridging the gap between business leaders and engineers requires effective communication, strategic planning, and a keen understanding of trade-offs. Here are the essential steps to navigate this balance and improve delivery of new products and features.
Four Steps to Elevate Delivery Management
1. Predict bottlenecks and trade-offs: Anticipate challenges by analyzing past experiences and engineering data. This can help teams recognize common hurdles throughout the development process and anticipate upcoming roadblocks. Engaging in a thoughtful process of predicting outcomes from different choices (considering factors like team capacity, speed, budget, and quality) can lay the groundwork for better informed decision making.
2. Over communicate progress and expectations: Transparency is key, so it’s important to provide frequent updates on progress, product changes, and overall timeline. While engineering teams usually operate at high speed, leaders must take responsibility for documenting the many small decisions made during sprints. Sharing this information with stakeholders in sales, marketing, and finance can give them the accurate information they need to guide their efforts, fostering a culture of collaboration and understanding.
3. Negotiate compromises with clarity: Recognize that there is a delicate balance between business leaders' desire for timely delivery and engineers' commitment to quality. The responsibility falls on engineering leaders to make informed decisions that maintain the right balance between speed, quality, and budget. Effective compromise involves proactive communication, presenting potential solutions with clear implications, and involving colleagues in business leadership in the decision-making process.
4. Embrace credible data: Effective software delivery management hinges on two elements: data-driven decision-making and proactive communication. Replacing gut feelings with credible data expedites decision-making and establishes trust within the organization. Proactive communication ensures alignment across teams and helps avoid missteps. This approach allows engineering and product leaders to build credibility, positioning them as valuable contributors to the overall business strategy.
The Power of Trust and Credibility
By consistently applying these principles, engineering and product leaders cultivate trust and credibility within their organization. Establishing a record of delivering timely, reliable information enables engineering teams to be valued and understood. This trust extends to sales and marketing teams, creating a harmonious environment where all facets of the business collaborate seamlessly.
In the end, the success of an engineering-led business is contingent on the trust between engineering leaders and their counterparts in business leadership. As trust and credibility grow, the organization benefits, and executives can rely on engineering leaders to provide the information needed for effective decision-making. It's a win-win scenario where everyone from engineering teams to sales and marketing play a vital role in achieving success.
