How do you know when it’s the right time to walk away from creating another feature development?

To evaluate this, as an executive, you will need to understand what is valuable to you and your organization. What is your core competency? Is the technology or product that you are planning to use of high value to you? If the answer is yes, we recommend building the component that will improve your portfolio’s value. If the answer is no, then why waste time, energy, and valuable resources in creating something that will not add intrinsic value to your organization. Due to the global pandemic, organizations that require transformation and application modernization for a contactless, digital world, unfortunately, do not have the luxury of spending precious cycles on reinventing the wheel. Sure, as leaders, we are very proud of our in-house technical talent and are confident that they could build for the problem that you and the organization are trying to solve (there are enough projects in the CNCF landscape to ensure that - https://landscape.cncf.io/). But should they? Is that a valuable use of their time and talent? Are you trying to use the incentive of building technology as a retention mechanism so that your smart workforce does not feel that they are working on bleeding or cutting edge technology? Not asking what is valuable to your organization and workforce would encourage anti-patterns such as costly PoCs, technology bikeshedding, or resume-driven development (RDD). Identify a partner or vendor who has built a battle-hardened and tested version of the competency you seek and buy from that vendor. Ensure that the competency is loosely coupled in your value stream to extend the functionality with your secret sauce or capabilities, or swap it out with newer tech. Or better still, outgrow the technology and decommission it without large technical debt.

Anonymous Author
To evaluate this, as an executive, you will need to understand what is valuable to you and your organization. What is your core competency? Is the technology or product that you are planning to use of high value to you? If the answer is yes, we recommend building the component that will improve your portfolio’s value. If the answer is no, then why waste time, energy, and valuable resources in creating something that will not add intrinsic value to your organization. Due to the global pandemic, organizations that require transformation and application modernization for a contactless, digital world, unfortunately, do not have the luxury of spending precious cycles on reinventing the wheel. Sure, as leaders, we are very proud of our in-house technical talent and are confident that they could build for the problem that you and the organization are trying to solve (there are enough projects in the CNCF landscape to ensure that - https://landscape.cncf.io/). But should they? Is that a valuable use of their time and talent? Are you trying to use the incentive of building technology as a retention mechanism so that your smart workforce does not feel that they are working on bleeding or cutting edge technology? Not asking what is valuable to your organization and workforce would encourage anti-patterns such as costly PoCs, technology bikeshedding, or resume-driven development (RDD). Identify a partner or vendor who has built a battle-hardened and tested version of the competency you seek and buy from that vendor. Ensure that the competency is loosely coupled in your value stream to extend the functionality with your secret sauce or capabilities, or swap it out with newer tech. Or better still, outgrow the technology and decommission it without large technical debt.
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