What I miss most in Jacques' article is the Plant, the person who thinks things over and then comes forward with problems, issues and risks in the chosen approach. It's, fortunately, a very common trait among SW engineers though, so I guess every team has at least a bunch.
A similar system is discussed for CEOs as well. The entrepreneur who starts a company is not always a great consolidator who gets everything settled and organised into a functioning whole once the money starts coming in.
The next two I think are substantial growth (being able to take an established business and grow it into a dominant player in its industry) and the last I think is something like holding, being able to take a large (and usually somewhat unwieldy) business and keep it from losing ground.
There's probably a few variations on these as well (and I might be misremembering them slightly).
[1] http://en.wikipedia.org/wiki/Team_Role_Inventories
Roughly.What I miss most in Jacques' article is the Plant, the person who thinks things over and then comes forward with problems, issues and risks in the chosen approach. It's, fortunately, a very common trait among SW engineers though, so I guess every team has at least a bunch.