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Strategies that Help to Build a High Performance Application Development Organization

By CIOReview | Tuesday, August 30, 2016

Companies in the application development domain today are driving their business efforts towards building a high performance development organization. The policy relies on the combination of procedures and technologies, besides an equivalent focus on optimizing the enterprise structure. Industrial reports suggest that recruiting the appropriate personnel, creating an inherently motivating work environment, and incorporation of lean software management techniques are few essential elements which go into crafting development organizations. These factors help in establishing the competence in creating a high performance organization. Technology evangelists around the world believe in the convergence of techniques such as lean application development, agile approaches, and SOA.

However, simply adopting lean development and agile methods, without any regard for enterprise structure or architecture, will never really be fruitful. All the three elements, processes, structure, and architecture need to function together for a high performance organization to thrive. Let us discuss about few essential practices which can be leveraged by enterprises to fabricate a high performance organization.  

Appointing the Right People for the Job

A high performance development team would usually comprise of talented members who individually exhibit a robust set of skills. However, this approach is barely sufficient as companies have begun to realize the significance of collaboration and communication in an enterprise culture. This has prompted companies to look for individuals who can work as a team to achieve business objectives.

It’s advisable for organizations to employ self motivated and passionate people who participate in group meetings and professional improvement activities outside the job. The individuals are expected to showcase prior experience in handling open source projects, and simultaneously companies must have the foresight to notice their efforts and pay them well. Moreover, evaluation conducted for team members on a regular basis helps to ascertain their competence in the market.

However, companies encounter few issues down the road which tends to affect the process of building a high performance team. Enterprises perceive reluctance to separate the poor performers as one of the primary pitfalls, followed by companies pushing their recognized employees to fit into specific functional roles. The last pitfall revolves around failure in incorporating a teamwork strategy, where the members believe they are superior on their own.

Forming an Innate Motivating Development Policy

The enterprises must reflect a culture which recognizes dedicated candidates and portray a sense on intrinsic motivation for a high performance development project to be successful. These sort of environments helps to foster an idea about shared purpose, driving enterprises towards value realization. Such strategies involve governance and measurement of the outcomes, instead of the procedures, combined with ample focus on forming self-directed teams. It is advisable for companies to employ swift recovery techniques, rather than concentrating on mistakes. To successfully execute such development culture, organizations can encourage participation with unexpected rewards, besides building collaborative goals by incorporating transparency in the processes. However, simplification of enterprise dictates is what predominantly affects the process.

However, on a practical scale, it seems like a really taxing job to incorporate all these changes at once. Moreover, not every member is expected to acknowledge these changes. Such motivated culture will make it really difficult for poor performers to camouflage their drawbacks. In such a scenario, it becomes crucial for enterprises to follow a step-by-step approach, where the initial focus must lie on enhancing the team autonomy, followed by necessary strategy to recognize and invest on skillful individuals.

Leveraging Lean Software Development Methodologies

The transforming face of technology and business infrastructure have pushed enterprises to incorporate lean methodologies and tools. This strategy relies on leveraging agile techniques to streamline business processes and concentrate on results. Development teams gain capabilities to strongly ambush waste entities in the development processes and extract customer impositions on a more direct basis. A high performance development environment is usually characterized by aspects such as integration of organic processes and installation of comprehensive feedback plan, which can be achieved only by applying lean development techniques.

Clients often confused assume that enhanced autonomy implies relaxed discipline, besides ending up using a lot of application lifecycle management (ALM) techniques. Moreover, it’s immensely desirable that companies restrain from forcing tool standardization or check themselves from gathering a large number of metrics, or erroneous metrics for the same case. Switching to a lean infrastructure helps companies to foster a work culture with self-directed teams, policies for eliminating waste, bringing transparency in processes and value to the organization. This is essentially the primary objective behind transforming to a high performance development enterprise.

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