On 13 March I was talking to Javier Rubio, Director General of MP Systems, Maturation on the Millennium Development Team Soltel.
During the meeting, I had the opportunity to show our SWOT matrix team (Weaknesses, Threats, Strengths, Opportunities). We were discussing our previous scenario, indicators, actions, objectives, applied to the development team.
After explaining, I had the opportunity to listen carefully to their advice. Everything we focused on technique and technology. Which is a prerequisite for a company that is dedicated to the ICT sector (IT elsewhere in the world), but not enough. I was counting on his experience in several projects, in which the contributions of a leader with high level of knowledge in different business models (biology, law, pharmacy), had been final for achieving success in development.
That is, if in addition to a high level of empathy with the customer, we have an accurate understanding of their needs, how your business behaves, and how to optimize processes, we are closer to offer a truly useful product. For all this, of course, be necessary to have technical skills to convert knowledge into tangible development. But as I said before, technical knowledge is not enough.
Obviously we can not know all models of all clients. That means acquiring knowledge rather heterogeneous, with the capacity that may get over time, experience, training and concerns.
is very positive to have indicators to weigh the technical advances of developers. It would be great to have a team with Level 4 (indicating the Software Excellence in our team), but if that is not accompanied by an added value, our table is lame. We just might be efficient producers, which is something, but we want more. We must get to design indicators that are measured in other knowledge-based skills and general skills that complement our existing technical indicators.
These indicators, as well as technicians, should be totally objective and measurable. As will overcome steps, include the possibility that there separation code. Although now we are passionate about the development itself (in all its phases), it seems likely that as they mature personally and professionally, let us make way for new generations to do the work forward base and capacity, and workers 'mature' be providing else of value to the company.
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