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Executives often rely on productivity metrics to measure success, but these measures can obscure whether the software is actually working for users. Stories are a better resource to build a strategy between a senior executive and a product team. This is part five in a series on how senior executive and tech teams can be better allies.

It’s critical that senior executives and product teams make small decisions over time about important technology initiatives to be able to adjust plans as things change. How does that work? What works well? This is part four in a series on how senior executive and tech teams can be better allies.

Deadlines often force executives to make long-term decisions about technology without certainty it’ll be successful. Modern software development strategies help reduce this risk by leveraging a product team to incrementally test software upfront. This is part three in a series on how senior executive and tech teams can be better allies.

In order to ultimately succeed at delivering human-centered software, two critical groups need to work closely together: the product team and a champions group. This is part two in a series on how senior executives and tech teams can be better allies.

Successfully delivering software in government requires people to work differently. Without clear answers for how to do this, well-intentioned executives and teams default to existing processes that risk undermining their own success. This is part one in a series on how to evolve that relationship.