Chapter 13. A Managed Process

I believe that most managers in the business of creating software-based products don't really have a clear understanding of how to identify the best, most successful products or how to make them. Lacking this awareness, managers take counsel of their fears, but after they do so, they are riding a tiger. Although they are moving rapidly, they are not in control, and if they let go they will only be eaten. In this chapter, I will examine the technical manager's dilemma and show how design can be just the tool for taming the tiger.

Who Really Has the Most Influence?

How can you know whose advice to follow and whose to ignore? I see executives behaving like car-chasing dogs in the middle of a busy intersection, barking ...

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