UPDATE: This situation pertains to my current one w.r.t. potential partnership with co-founder. It also however relates to previous situations in which the company I was in was trying to address these issues raised at various levels of management and development.
Due to the shortage of developers, there are additional burdens on managers who are non-technical to handle additional "technical load".
For example, in delivering a web app, one would expect managers (project, product, startup co-founders) to at least understand the following:
- How to gather requirements and project scope in a simple, effective manner that does not lead to outrageous document bloat (piles of Excel and Word files, etc). This is in the case of sales managers or co-founders meeting clients and essentially selling them on using an organisation's services.
- For managers to understand a core aspect of team contribution: How to log into and view GitHub and/or Bitbucket to understand changes and features being made, branches and people working on code, at least at a high-level? This provides some basic estimates (especially with GitHub dashboards) to understand project contribution, project velocity etc.
- How to log into and view Amazon AWS or Azure services to grasp the services running and status of services (eg. Route53), again at a high-level without needing to be a devops person?
- How to add notes into Jira (at least Kanban and comment accordingly) based on customer requirements, without being a "SCRUM Master" or "Agile" specialist?
How does an organisation train the managers in the above, so that they don't have to rely so heavily on developers, nor ask developers to train the managers (hence severely impacting development time)?
That is, Manager A can ask Staff B, "has the web app been up for the past 2 hours?". However, it is more efficient, effective and profitable for Manager A to simply look at the Route53 status themselves.
Or is this all too much to ask? For startups, small or large organisations, this is a huge problem now as I suspect many developers shall attest to. We can't just say you have "dud managers" because technology and so on is changing so much, how can an organisation help the managers to cope?