Abstract
Every manager should be concerned about economic performance. Economic performance hinges on technical (product or service) performance. In case of many organizations, success depends on having the necessary software to operate, provide services to customers, or to design and develop new products. Most of this software is purchased or contracted out by the organization, but at least a critically small portion of the software that the organization needs for its success has to be developed by software folks that are part of the organization. Even though software is developed by teams, it still is an individual activity. Thus to get predictably high software development team performance, it is imperative that software development managers understand how to achieve predictably high individual software development performance.
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