Thank you for a story really brings the problem to life and breaking down the "mythical eight-hour workday." What really resonated was how teams who try to avoid the difficult conversation with leadership keep pushing forward and hoping for the best, but ultimately making the problem worse.
Fantastic breakdown! The testing bottleneck example is so relatable, I've seen similiar patterns where teams kept throwing engineers at a problem but never addressed the QA constraint. That line about being only as fast as the slowest essential function is gold and tends to get overlooked in capacity planning. We ended up doing something simlar last quarter and the CFD visualization made all the difference in getting leadership buy-in.
Thank you for a story really brings the problem to life and breaking down the "mythical eight-hour workday." What really resonated was how teams who try to avoid the difficult conversation with leadership keep pushing forward and hoping for the best, but ultimately making the problem worse.
Fantastic breakdown! The testing bottleneck example is so relatable, I've seen similiar patterns where teams kept throwing engineers at a problem but never addressed the QA constraint. That line about being only as fast as the slowest essential function is gold and tends to get overlooked in capacity planning. We ended up doing something simlar last quarter and the CFD visualization made all the difference in getting leadership buy-in.