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Re: The frustrated architect

I think the problem is that you're divorcing the management chain from the actual task. The lead architect in a civil project is the de facto manager. Not in the sense of coordinating vacation days, but in the sense of being responsible for WHAT work is to be done, and overseeing any potential problems, and overcoming any unforeseen challenges. So in those terms, he's the lead project manager architect with agile expectations. You're right, there is no silver bullet, but at my company, the management chain is integrated into the development chain such that they understand the technology, and are supposedly able to adjust to unforeseen disruptions to the project development. However, because of that, they suffer in the traditional sense of management, leading to a disconnect with employee needs, but those things aren't as difficult, and don't require "agile management". As is, I respect the development environment, even if I disagree with some of their basic management philosophies.

Re: The frustrated architect


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