I don't have experience with software development teams, but I lead multiple teams that use software and systems that I configure and maintain (learning management systems and content development software). I teach everyone how to use the systems and software and communicate what my standards and expectations are. However, I rely on the managers of each team to hold their team to these standards and show them how to exceed them. I've found that if no one is in charge, Administrative Drift sets in pretty quickly.
Thank you for your comment, David. A team's manager certainly is a default option for setting the processes. My experience with software development teams is, however, that there is no manager for the team (albeit a manager of all developers). The teams usually self-organizes.
If there is a direct manager, most of the time he/she will be the one defining processes.
I don't have experience with software development teams, but I lead multiple teams that use software and systems that I configure and maintain (learning management systems and content development software). I teach everyone how to use the systems and software and communicate what my standards and expectations are. However, I rely on the managers of each team to hold their team to these standards and show them how to exceed them. I've found that if no one is in charge, Administrative Drift sets in pretty quickly.
Thank you for your comment, David. A team's manager certainly is a default option for setting the processes. My experience with software development teams is, however, that there is no manager for the team (albeit a manager of all developers). The teams usually self-organizes.
If there is a direct manager, most of the time he/she will be the one defining processes.