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Managing software projects is a double-edged sword
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Managing software projects is a double-edged sword
In 2010, I got fired. I deserved it. I wasn’t wrong, but I deserved it. And I think there is an interesting lesson in that dichotomy. I was managing a team of developers at a once-great Silicon Valley firm that had fallen from its peak. The development team was very good—elite, even. Our product was a once-popular but fading software development tool. Our management team—we called it “the Core Team”—was a great bunch. I enjoyed the job. The pro…
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