In a dynamic ICT sector, effective collaboration among stakeholders is imperative to synchronise the technical objectives of development teams with the strategic goals of business clients. Yet, a notable gap often exists between the development team’s perspective on productivity and the strategic objectives of stakeholders.
Traditionally, developer productivity measurement has focused on whether teams meet deliverable deadlines, often overlooking detailed tracking and benchmarking of individual productivity. When compared to other industries, software development often lacks personalised productivity metrics, only measuring collective team productivity through velocity, story points, role exchange, and deployment frequency.
Although these metrics can ensure a development team efficiently meets deadlines and satisfies project specifications, they have neglected individual human or emotional dynamics. These dynamics involve the need for team members to share a common vision aligned to the project’s goals. However, these dynamics are intangible quantities, which are challenging to gauge due to their inherent complexity.
Addressing this challenge, Corneil Clasen, Managing Director at Stackworx, in his presentation at a SAICTA Digital Dawn event, suggested that a development team’s culture should embrace a sense of collective momentum. He described this as a shared sense of forward motion and vision. A strong sense of momentum fosters team motivation, ultimately resulting in improved prospects of project success, not only in satisfying requirements but also in innovative breakthroughs. Explaining the need for a perceived sense of forward motion, Corneil asserted, “The slower you’re moving, the less you think you can do.”
Momentum instils a sense of urgency to complete projects, driving confidence and boosting morale. This forward-thinking mindset is crucial when development projects span extended periods, often several months. While long-term planning is necessary, accurate forecasting is difficult due to variables and unforeseen delays. Momentum not only benefits development teams but also helps non-IT-savvy stakeholders remain engaged with the project. While stakeholders may not understand the technical jargon of platform development, momentum serves as a unifying metric, ensuring everyone is on the same page.
The momentum metric acknowledges that development projects are long-term endeavours with planned milestones to reach within specified deadlines. By gauging momentum, teams can measure stakeholder satisfaction and ensure alignment with client expectations at critical junctures. Corneil referred to these milestones as “story points in a sprint.”
Story points assist teams in maintaining focus and alignment with the client’s vision. They also gauge human dynamics by setting time intervals at which the progress and personal sentiments of development team members can be gauged, along with the feedback of the project’s stakeholders.
A focus on momentum promotes team unity and collaboration. Companies should provide the necessary physical, emotional, and technical support to foster a positive attitude and long-term buy-in from both team members and stakeholders. With a momentum-driven approach, development teams are better equipped to overcome challenges and achieve success.
Collaboration between the ICT industry, business, and education gains a strengthened focus with the momentum metric, which serves as the unifying bridge connecting these three sectors. Society’s digital infrastructure is made possible by the work of platform development teams. Ensuring businesses’ requirements are met in the rollout of digital systems necessitates that development teams are fully equipped to create innovative solutions to stakeholder problems. ICT and business thus require a common language to align the diverse stakeholders involved in a development project. The language of momentum enables the development team and stakeholders to work toward a readily understood goal.
Higher education is crucial in equipping ICT graduates with the skills needed to work effectively in a broader team, ensuring they can meaningfully align with a broad vision designed to meet stakeholders’ varying needs and requirements. Higher education can only produce ICT industry-ready graduates who can effectively work with diverse stakeholders by being aligned with the ICT industry and business.
Persistent challenges in such relationships should be discussed through collaborative discussion among the ICT sector’s various stakeholders. SAICTA’s mission is thus ever more relevant as its collaborative platforms, such as its Digital Dawn events, and its upcoming Conference in October, highlight key issues affecting all stakeholders in the local ICT landscape. As the sector evolves, it is crucial to address obstacles to effectively aligning all stakeholder interests, identifying how all can implement momentum metrics in attaining a shared goal.
Author: Jason Lottering
In a dynamic ICT sector, effective collaboration among stakeholders is imperative to synchronise the technical objectives of development teams with the strategic goals of business clients. Yet, a notable gap often exists between the development team’s perspective on productivity and the strategic objectives of stakeholders.
As the evolution of technology increases its global reach, Africa stands on the brink of taking advantage of what a digital revolution can offer the continent’s companies, organisations, and professionals when they choose collaboration over competition.
As the evolution of technology increases its global reach, Africa stands on the brink of taking advantage of what a digital revolution can offer the continent’s companies, organisations, and professionals when they choose collaboration over competition.