Are all people driven by this velocity you talk about?
By the opportunity to have a BMW in the right spot in the
parking lot? Some are, but others aren't.
If not, how does that affect the way you manage a project?
Will focusing so much on velocity promote incentive or
unintentionally kill it?
I think it depends very much on the team.
There is no formula and no way around tuning management
practices to the individuals involved in the work.
That is what makes good management hard work.
I couldn't agree more.
I get intensely irritated when I see people being
rewarded for writing unclean code at high velocity, being promoted
to a new job, while I'm left to clean up their mess.
If I can find the motivation (noone is offering me a BMW;-),
I'll discuss intrinsic versus extrinsic motivators
and other management issues at length in a future installment of this series.
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