When I started in Release Management, it was a completely alien concept. My manager, teammates, even my technical lead all wanted the same thing: get things done faster. The release was seen as the constant “pain point”, where a combination of disorganization, lack of tracking, or inconsistent environments meant time loss and errors. My role fell somewhere into making that go away.
The term “streamlining” or “optimizing” were thrown around often, used as a catch-all phrase to justify removing any unwanted procedure or best practice. You may have experienced this mentality yourself. As long as it speeds up development, it reasons, it means we could finish more tasks, which meant we would get more projects, making our company more money, repeat. The problem was, more often than not, issues would come up, mistakes would be made, and then we would fall behind schedule. And the further behind we fell, the more corners that would be cut, more overtime would be required, and the product, would miss the release date, or have to have to cut its scope.