No process will solve what is really the underlying challenges companies face when building software. A process is a set of boundaries and has to be agreed upo

No process will solve what is really the underlying challenges companies face when building software. A process is a set of boundaries and has to be agreed upon within the team. If the agreement is slipping then the boundaries of the process is being broken. It's never a process fault that software teams can't deliver. Never. It is always: - handovers to other teams; testers, release, business. - communication between teams or outside stakeholders which has no actual skin in the game for delivering within the team. - keep communication inwards to the team and have the business really really close. - mandate and empowered teams can plan, run, test, release, monitor and adjust without any outside-of-team interference. -teams should be small because it will decrease the communication links and increase the possibility to create a good culture within the team. Enough has been said about processes during the last 20 years. Too little has been said about organization layout for creating productive and happy teams. I have worked in a few places where the process was well implemented but where we didn't have any mandate or autonomy, and because of that our culture was poor and people was frustrated.