Selling performance improvements as adding significant business value is difficult in some organizations.
Demo a fancy new widget to a non/semi-tech product owner at the end of a sprint. They are excited and hold you in awe.
Demo a faster, scaleable, backend performance improvement at the end of a sprint. The product owner goes "meh, what else you got?" because it doesn't have any sizzle to them.
Basically, you have to find some sizzle to sell in your beefy performance improvements. This can be rather difficult, depending on your situation.
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Selling performance improvements as adding significant business value is difficult in some organizations.
Demo a fancy new widget to a non/semi-tech product owner at the end of a sprint. They are excited and hold you in awe.
Demo a faster, scaleable, backend performance improvement at the end of a sprint. The product owner goes "meh, what else you got?" because it doesn't have any sizzle to them.
Basically, you have to find some sizzle to sell in your beefy performance improvements. This can be rather difficult, depending on your situation.