Chapter 1Something’s Wrong
Something was wrong.
There was no trust within the organization. Their heavyweight software development processes got so much in the way they couldn’t really produce code anymore. The whole company was in a death spiral—their entire $750 million business was at stake.
You might have been one of the core developers on this team. Their core developers were brilliant, but they also had a second level of junior developers and offsite or second-site teams that were allowed to slip into an attitude of “code monkey-ness”—micro-focused on building “just this feature,” not thinking about how that single feature would integrate into the whole and unaware that some of the things they were doing were going to cause big problems ...
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