Do the best teams get the most difficult projects? When our reengineering effort is derailed in favor of another project, we must rebuild trust before we can get to work. Our story takes place at 'Epsilon' (not the company's real name), a highly successful vendor of telecom billing systems. Fresh from my dot-com CTO experience, I arrive as a consultant with my partner, Fariba. Our task? To evaluate Epsilon's software development team, analyze deficiencies in the legacy products and set goals for their replacement.
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