Unlocking high software engineering pace: Build less, ship frequently, learn faster - Jim Grey on software management

The article argues that the biggest productivity leak is treating two-week sprints like mini-waterfalls: teams fill the sprint, burn through work, and end with a burndown chart but no user-facing software. The cure is to ship the smallest viable slice each sprint, get real feedback, and iterate fast. By modeling core data, exposing basic services, and building a simple UI, teams can put a live version in front of customers within a sprint and learn whether they are on the right track.

A concrete case is a client building ERP/PDM software who needed a Supplier Management module that would normally take a year. The product manager asked for the tiniest version - just add, edit, and toggle suppliers. In two sprints the team delivered it, deployed to production, and customers immediately started using it. Within a month they requested a single enhancement - linking quality problems to suppliers - which was added in the next sprint. After that, customers stopped asking for more features because the core need was met.

The business impact was clear: speed to value jumped from months to weeks, risk was reduced because the team avoided building unused functionality, and engineering capacity was freed for other priorities. The client gained a competitive edge, saw morale rise as engineers watched their work used instantly, and cut opportunity cost by not over-investing in a large, uncertain project.

The cultural hurdle is that engineers and product managers often reach for a polished, complete solution. The article stresses that the "right way" is the way that delivers real user value quickly. Leaders must enforce discipline, saying no to nice-to-have ideas and yes to the essential slice that solves one real problem today. Coaching teams through this mindset creates a feedback loop where shipping and learning become the norm.

When teams adopt this approach, they build a habit of rapid validation, keep work aligned with customer needs, and maintain high morale. The faster learning cycle becomes a competitive advantage, and the organization shifts from a slow, speculative development rhythm to a nimble, value-driven engine.