Any engineering discipline involves building things. Various engineering processes, techniques, practices and standards directs engineers to follow when building things – from a single product to 1000s or more mass produced. Each of these processes were driven by various vectors – optimizing resources and material, reducing waste, meeting production and quality requirements, etc.
The software industry isn’t as old as automobile engineering. It’s relatively new. Its produce are quite abstract or virtual. What’s being built is software and it’s hand-crafted. Even the boxed software, which a consumer installs on their computer, was written by a human. Agile is a framework that acknowledges this. In fact, it embraces it and considers it a strength.
Individuals and interactions over processes and tools – Agile Manifesto
Team dynamics have been a vector in KeenEye’s management drive. We acknowledge and firmly believe that individuals working as a team can offer better solutions and build better quality software. Most individuals are on an expert-level on a few skills and at moderate levels in most other skills. Teamwork allows the expert levels of skills to synergize and this is often done by practicing servant-leadership and flat team structures.
To build good quality software, setting a policy to empower the teams, motivated and accountable is essential and agile-based processes, such as Scrum, allows it. Frequently, challenges are met from management and operational perspectives, where processes, tools and procedures are introduced. The above value does not imply that teams should not follow processes or tools; instead, more weight or prominence should be given to individuals and interactions. At KeenEye, we constantly reflect, validate and make changes so that this agile value is followed.
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