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So before we clearly clarify product requirements, we start the build early with assumptions that can change. Sometimes it works, sometimes it does not, which just means we end up net neutral.
But an executive somewhere up the management chain can claim more productivity. Lame.
[1] I work at a bank.
We seem to be hell bent on ignoring age old common sense repeatedly in our work while simultaneously inventing new names for them. Wonder why? Money? Survival? Personal ambition?
These concepts are not worth the paper you wipe your backside with unless you have a manager and a team that cares.
The main benefits you get from this is reduced context switching, increased information retention, increased ownership.
But it has to go with tooling, and process that enables that. If you have a really long deployment process where devs can get distracted then they will lose context switching between tasks. If you make every Dev a one man army that has to do everything on their own you won't be able to ship anything and your infra will be a disjointed mess.
They key thing is reducing toil, and increasing decision making power within a single team/person.
From the sound of the article they might be just squishing two teams together? What's the advancement that made the two steps be able to happen at the same time?
[1] https://en.wikipedia.org/wiki/Shift-left_testing [2] https://www.dynatrace.com/news/blog/what-is-shift-left-and-w...