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You didn't answer my question. Why wouldn't Pair Programing concept be applicable to CEO's and Other Executives? Why only programmers/Designers need to be Pair

• jacques_chester 12y ago
  Deciding what to build is different from deciding how to build it. Typically at Pivotal we have a single Product Manager per product, who acts as the single decision point for how to prioritise the stories and bugs in the backlog. This increases the odds that a clear product direction will emerge -- it avoids the mum and dad game. The Product Manager and the team do most of the planning for a week at an Iteration Planning Meeting, and the PM remains available during the week to answer questions, accept stories and to update priorities according to changing circumstances. Once you know what to work on, it's important to build the system correctly, and to ensure that there is shared understanding of how it is going to work. Pair programming with frequent rotations is an outstanding way to do that. Incidentally, as it happens, I've seen Pivotal management pairing on management problems. And they retain the habits of communicating clearly, openly and frequently with each other and everyone else. I've also seen Product Managers pairing as well, typically when we have provided a PM from Labs to work with, and help train, someone from the client who will take over as Product Manager.