Chapter 34. Aligning Incentives with Outcomes

We see it all the time. The business gets a good lead and the next thing you know, the sales team is waving a signed contract in triumph. The development teams, on the other hand, are left with statements of work they didn’t agree to, more projects than they can handle, and deadlines that are impossible to meet. There’s a disconnect here—one that puts different groups, company departments, and people at odds, and ultimately results in dissatisfied clients.

The solution? Reconnect the dots by bringing development in the process earlier, keeping sales involved until the work is complete, and finding new ways to manage the entire project portfolio.

The Story

Brent and Ally were known as “The Closers.” ...

Get The Scrum Field Guide: Agile Advice for Your First Year and Beyond, Second Edition now with the O’Reilly learning platform.

O’Reilly members experience live online training, plus books, videos, and digital content from nearly 200 publishers.